Kenneth Saltrick, President of Engineering Services in Twinsburg, Ohio, knows from his long experience that C-arm machines themselves are absolute workhorses.
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Tri-Imaging Solutions introduces a cutting-edge platform that enhances supply chain management, engineer performance, and system monitoring. It provides engineers with diagnostic tools and video tutorials, and streamlines parts ordering and tracking. Designed for efficiency, the platform minimizes downtime and optimizes operations, setting a new standard for reliability in medical imaging.
Tri-Imaging Solutions introduces a cutting-edge platform that enhances supply chain management, engineer performance, and system monitoring. It provides engineers with diagnostic tools and video tutorials, and streamlines parts ordering and tracking. Designed for efficiency, the platform minimizes downtime and optimizes operations, setting a new standard for reliability in medical imaging.
Objectives Solutions
Objectives Solutions
XperTIS proactively monitors system health, supports engineers in repairs, and enhances the supply chain process by giving teams seamless access to parts ordering and order tracking.
XperTIS proactively monitors system health, supports engineers in repairs, and enhances the supply chain process by giving teams seamless access to parts ordering and order tracking.
XperTIS offers step-by-step repair guidance, helping engineers troubleshoot efficiently while ensuring faster, more accurate parts ordering. This helps maximize uptime and minimize repair costs.
XperTIS offers step-by-step repair guidance, helping engineers troubleshoot efficiently while ensuring faster, more accurate parts ordering This helps maximize uptime and minimize repair costs.
FEATURES
DIRECTOR’S CUT
A great culture requires purposeful effort. It starts with asking the right questions and being willing to listen deeply to the answers.
COVER STORY
As demand for imaging services surges and workforce shortages grow, healthcare institutions and OEMs are rethinking education, training, and career pathways to future-proof the medical imaging profession.
RISING STAR
Matthew Sweeney is an imaging professional to watch in coming years.
IMAGING NEWS
Catch up on the latest news from around the diagnostic imaging world.
PRODUCT FOCUS
The introduction of technologically advanced CT scanners is a factor stimulating market growth. Check out some of the newest devices here.
EMOTIONAL INTELLIGENCE
When training has a specific purpose and is conducted well, it can be a remarkable way to improve your bottom line.
MD
President
Vice
Vice
Senior
In December 2025, we will announce the eight imaging directors or managers selected by our ICE audience for their outstanding contributions.
Do you know someone who exemplifies great leadership in imaging healthcare? Nominate a colleague—or yourself—to be recognized for their excellence!
Deadline for nominations ends MAY 16TH
Scan the QR code to place your nominations.
WILLIAM KELLER
FOCUS IN
MU Health Care Radiology Manager William Keller says he gets to do what he loves every day.
BY JOHN WALLACE
MU Health Care
Radiology Manager William Keller, MBA, RT(R), (CT), (MR), is a trailblazer in the imaging world. He is a leader with a successful career who continues to strive for more. It is a journey that began, as it does for so many, after being introduced to imaging as a patient when he was a child.
“I had an injury in high school that caused me to have a few radiology procedures. It piqued my interest and made me look at opportunities to begin training in radiology,” Keller explains. He considers himself very fortunate to have found imaging early in life and to be with his current employer.
There is a saying in the University of Missouri (MU) Health Care MRI department, “If you
can work at MU Health Care as an MRI technologist, there is no place in the country that you could not work.”
“This is referencing that our MRI techs are some of the most highly trained and well-rounded staff that I have ever worked with. They are always pushing the limits and implementing new scanning techniques,” Keller explained.
When asked about his greatest accomplishment, Keller mentions one of those innovations.
My greatest accomplishment has been a “brand new procedure with hyperpolarized xenon gas for lung imaging. It has been a great opportunity to work for MU Health Care with the advancements in multiple different and new technologies.”
It helps that going to work does not feel like a job for Keller.
“I get to do what I love every day in learning about new tech -
nologies that will save and improve lives in healthcare,” Keller said.
Looking into his crystal ball, Keller sees more innovations on the imaging horizon.
“There are many opportunities for advanced treatment for patients and, within imaging, there are always changes that enhance our ability to help the physicians diagnose the diseases and implement the treatment opportunities,” Keller said. “AI is going to make a big difference in enhancing the imaging capabilities of the equipment and shorten the time needed and/or increase the ability to detect disease.”
As a leader, Keller leans into the people he works with whether that is to support them when they need a hand or to nudge them forward in the pursuit of the next big thing.
“I try to do my best to learn and pass on knowledge to my people. As a technologist, I knew that I was
good at pushing the boundaries of imaging,” he said.
Keller’s leadership style is a result, in part, to mentors who worked with him.
“When I was early into my career, I had a radiologist named Jeffery Turk that helped me to really understand the imaging process for MRI and CT while we were building a business for a freestanding outpatient imaging center,” Keller recalled. “It helped me understand the need for good quality equipment to provide the best imaging for the patients. We worked to implement a culture of pushing the limits and exploring new ways to provide better care for patients.”
“I am now doing my best to mentor 7 supervisors that report to me to help them with the process of passing on knowledge and making their staff the best that they can be,” he added.
Away from work, he and his wife serve as mentors and leaders to their six children between the ages of 8 and 28. •
WILLIAM KELLER
RT(R), (CT), (MR), Radiology Manager
1. What is the last book you read? Or, what book are you reading currently? “Start with Why” by Simone Sinek
2. What is your favorite movie? Marvel Series
3. What is something most of your coworkers don’t know about you? I like to do woodworking projects and build things.
My decompression from a stressful situation is relieved by manual labor and being able to think my way through complex building techniques.
4. Who is your mentor? No current mentor but have been influenced by many leaders in my lifetime.
5. What is one thing you do every morning to start your day? Some sort of minor exercise just to get awake and ready for the morning.
6. Best advice you ever received? Keep an open mind and always find a way to learn.
7. Who has had the biggest influence on your life? Dr. Jeffery Turk. He was an inspiration in his dedication to radiology and taught me about the value of having the best equipment and using it to care for the patients.
8. What would your superpower be? I can learn how to do anything and have a broad interest.
9. What are your hobbies? Golf, family, gardening, and building wood trinkets
10. What is your perfect meal? Any home cooked meal. I am the cook in the family and love to explore new recipes.
RISING STAR
MATTHEW SWEENEY
Ma tthew Sweeney holds an Associate Degree in Biomedical Electronics Technology and has completed imaging trainings in CT, MR, AX, XP. He is currently an Imaging Specialist III with Crothall Healthcare.
“Matt in my mind is our best imaging engineer in Crothall. He specializes in Siemens CT, MRI, and Cath,” said Eric Massey, Regional Director National Field Service, HealthCare Technology Solutions.
ICE Magazine recently found out more about this imaging service specialist and his plans for the future.
Q: WHERE DID YOU GROW UP?
A: I grew up with five siblings in the small country town of Erin, Wisconsin. I lived in Kentucky for a few years when I started my imaging career, but eventually got back to Wisconsin, which has always been my home.
Q: WHERE DID YOU RECEIVE YOUR IMAGING TRAINING/ EDUCATION? WHAT DEGREES/CERTIFICATIONS DO YOU HAVE?
A: I obtained my associate’s degree in biomedical electronics technology from Milwaukee Area Technical College. Afterward, Siemens hired me, and I went through their modality trainings for Angio and X-ray in North Carolina
Matthew Sweeney found a promising imaging career after a tip from his father.
for six months. I then worked in Kentucky for five years and I transferred to Wisconsin where I was trained in CT and MR. After 10 years, I accepted a role with Technical Prospects and am now with Crothall Healthcare.
Q: HOW DID YOU FIRST DECIDE TO START WORKING IN IMAGING?
A: At first, I struggled with what I wanted to do. At the time, I was a mechanic for heavy-duty construction equipment. I was bouncing around colleges and changing majors. My dad was a director of radiology at a local hospital and knew I liked to fix things. He heard about this role from others at the hospital. He told me about it, and I was sold right away. Electronics have always fascinated me, and the thought of working on high-end imaging equipment made me jump right into the biomedical program at my local college.
Q: WHAT IS THE MOST REWARDING ASPECT OF YOUR JOB?
A: Repairing a system that is down is always fulfilling for me. Putting that final part in or running the right calibration that fixes a system is a win for everyone, especially when patient care can resume quickly. Keeping these critical systems up and running is its own reward.
Q: WHAT DO YOU LIKE MOST ABOUT YOUR POSITION?
A: Getting to manage my own schedule and working out of my home has been a huge bonus in my career in imaging. It is excellent for work-life balance. During slower weeks, I can get administrative work done, which makes the very busy weeks and weekends easier to handle. Getting to do something new almost every day also keeps it interesting.
Q: WHAT INTERESTS YOU THE MOST ABOUT THE IMAGING FIELD?
A: It is fascinating to see the technological advancements over the years and how equipment is changing and upgrading. This means it’s important to keep your skills fine-tuned and learn the changes in software and hardware to stay relevant.
Q: WHAT HAS BEEN YOUR GREATEST ACCOMPLISHMENT IN YOUR FIELD THUS FAR?
A: Through my years of experience, I have become well-versed in multiple modalities and have become someone others turn to for support. Throughout my career I’ve always been part of a team-first environment, working together to reduce downtime, share knowledge, and keep systems running.
Q: WHAT GOALS DO YOU HAVE FOR YOURSELF IN THE NEXT 5 YEARS?
A: Right now, my experience is primarily with Siemens equipment, but I’m eager to grow beyond that. Each year, our team takes part in a skills assessment that helps shape our training focus, so we’re always building the right skills to support our hospitals. With access to vendor-led programs and on-the-job training, I’m excited to build experience with other systems like Philips and GE. •
FUN FACTS
FAVORITE HOBBY: ATVing
FAVORITE SHOW: “Justified”
FAVORITE FOOD: Italian
FAVORITE VACATION SPOT: Anywhere with mountains
1 THING ON YOUR BUCKET LIST: Go to Ireland
SOMETHING YOUR CO-WORKERS DON’T KNOW ABOUT YOU: I have 93 first cousins on my mom’s side.
SPOTLIGHT
Clock Off THE
JIM ZHENG
SENIOR DIRECTOR OF RADIOLOGY CLINICAL OPERATIONS AT CHILDREN’S HOSPITAL OF PHILADELPHIA
BY MATT SKOUFALOS
For a man who’s spent a decade-plus in goalie pads at the club level, Jim Zheng came late to the game of ice hockey.
In Watertown, Massachusetts, where he grew up, most of the neighborhood kids had been on ice skates before they started walking. By contrast, Zheng was capable of skating forward, “and that’s about it,” by the time he was in high school.
During his senior year at Buckingham Browne & Nichols, however, Zheng decided to join the ice hockey team. He and another senior co-captained the junior varsity club. Zheng liked it enough to play club hockey in college, and thereafter took up with a “beer league” team — the universal nickname for structured adult recreational club play — in his thirties.
“In hockey, all roads lead to beer league; even for the pros,” Zheng said.
Ice hockey yields an opportunity for players to maintain a level of physical fitness, but it’s mostly an excuse to socialize and relieve the stresses of work and family life. Club play opens up opportunities for players to form relationships that they might not otherwise enjoy.
“It’s hard to remember the last time I may have had my friends over at home,” Zheng said. “Instead, I get to hang
out with my buddies every week. It’s a chance to not worry about your day-to-day stuff, and focus on something silly that we get to take seriously.”
Beyond that, Zheng said club hockey provides a sense of physical and mental freedom that he doesn’t find elsewhere. He described it as “a mini-recharge during the week.” An avid cook, he’ll frequently bring a grill to the postgame parking lot, and serve up warm brats and gyros for his teammates to enjoy alongside their cold beers.
“When you step on the ice, gliding forward as opposed to walking anywhere, your stresses of the day just leave you,” Zheng said. “You don’t think about anything that’s bothering you, and you get to unwind your head, your body, for an hour or so, and then in the parking lot after.”
For the past decade, Zheng has alternated between playing one game a week at a skating position, and playing another as a goaltender. Minding the nets is a challenging task that requires above-average athleticism, flexibility, and the ability to clear your head quickly after an error. Zheng’s favorite NHL goalies include former Boston Bruin Tim Thomas and Hockey Hall of Famer Dominic Hasek, although he is quick to say his own level of play doesn’t match theirs.
“We’re mid-tier in skill level, so we’ve got a wide range [of players on the team],” Zheng said. “Some of the guys might be in their late 50s, early 60s; we’ll also have a cou-
ple of 20-year-olds.”
The league in which Zheng plays is organized by Hockey North America, a 45-year-old recreational league with chapters in cities across the United States and Canada. Every team has matching home and away uniforms; the league provides referees and timekeepers, and maintains a database of player statistics.
“One of the best things that they do is assemble a beginner’s team, and then for the first 18 weeks of the season, instead of playing a game, you have structured practice,” Zheng said. “You learn your basics – shooting, skating – have a few games at the end of the season, and enter the league next season at the lowest level as a new team.”
Zheng’s team, the Cardinals, has been together in various forms for years. They play in rinks around the Boston area, and he’ll drive anywhere from a half hour to an hour to attend a game.
The leagues also host annual tournaments, with five levels bracketed by ability. The winners are invited to an annual round-robin tournament
Jim Zheng says club hockey provides a sense of physical and mental freedom that he doesn’t find elsewhere.
of champions in Toronto, Ontario, Canada every June. Zheng has been there with the Cardinals three times, most recently in 2024, when he played goaltender for the club at Westwood Arenas in Etobicoke.
“You get three games guaranteed in a round robin,” he said. “In the first game, we got blown out, and I gave up eight goals against. So I was like, ‘All right, I just ruined the weekend for everyone.’
“The next two were better, and at the end of it, we were 2-1, but we made the playoffs,” Zheng said. “The first game, we won, and the fifth game [we played] in 48 hours was against the first team that blew us out.”
“We beat them 2-1 at the end. I went from giving up eight goals in the first game to seven goals in the next four.”
Team photos from those trips to Toronto are the main focal feature in his office at Children’s Hospital of Philadelphia (CHOP), where Zheng works as the senior director of radiology clinical operations.
The photos are reminders of good times spent with his friends, some
of whom have since passed. Among them is a career highlight from the 2015-16 season, during which one of Zheng’s club teams got the opportunity to skate on the outdoor rink created at Fenway Park for the 2016 Winter Classic.
He still gets excited thinking about it.
“You got dressed in the visiting team’s clubhouse; then you walked out the dugout and the steps to the rink,” Zheng said. “It happened to be lightly snowing. The lights are on at Fenway, it’s dusk.”
When he’s not playing himself, Zheng is training up the next generation of backstoppers, including his eight-year-old daughter, Minty. Of his four children, three are figure skaters, but Minty has taken up the goalie position on her ice hockey team.
“Watching her play is a whole different level of excitement and stress,” Zheng said. “She has a much better and wider butterfly [stance] than I do, but she’s also very tall for an eight-year-old: at five feet. We’re very excited to keep watching her.” •
ICE Debut
Marketlab is a family of healthcare brands dedicated to delivering specialized, innovative product solutions to clinical professionals. The medical imaging division offers a comprehensive portfolio of consumable and durable products designed to support every imaging modality.
“We manufacture many of our own durable goods, allowing us to maintain high quality standards and respond quickly to evolving clinical needs. Among our most distinctive offerings are our contrast media cleaner and secure probe storage cabinets – both developed in-house to meet specific clinical requirements and unmatched by standard market alternatives,” said Marketlab Product Manager, Medical Imaging Division Cara Williams RT(R) (MR)(CT), CRA.
She shared more about the company in a recent Q&A.
Q: HOW DOES YOUR COMPANY STAND OUT IN THE IMAGING SPACE?
A: What sets Marketlab’s medical imaging division apart is not only the breadth of our product line, which spans all imaging modalities, but also the personalized support we provide through relationship-based sales. We prioritize service that understands the clinical environment and the evolving needs of medical imaging professionals.
Q: WHAT IS ON THE HORIZON FOR YOUR COMPANY?
A: Our imaging portfolio represents the combined strengths of trusted brands such as Cone Instruments, Newmatic Medical, Medi-Nuclear, and Clear Image Devices. By unifying these names under the Marketlab umbrella, we’ve streamlined access to trusted products while making the shopping and procurement process as efficient as possible for our customers.
Q: IS THERE ANYTHING ELSE YOU WOULD LIKE ICE MAGAZINE READERS TO KNOW?
A: Many of our products are the direct result of feedback from technologists and imaging departments, reflecting real-world needs and practical application. Guided by clinical insight and a deep understanding of end-user challenges, we’re committed to supporting medical imaging professionals with tools that help them work safely, efficiently, and with confidence. In short: we see you, we hear you – and we’re here to support you.
Amirix Imaging and Kailong Medical Team Up to Improve Mammography X-Ray Tube Performance
Los Angeles, CA – Amirix Imaging, an innovat ve leader in medical imaging so utions, proudly announces an exclus ve 10-year partnersh p with Kailong Medica (Hangzhou) a g oba ly recognized manufacturer of medical diagnostic X-ray tubes Under this strategic agreement Amirix Imaging gains exclusive distribut on rights for Kailong Med cal s advanced Mammography Tube H5077T / LM33-T across North Amer ca including the United States Canada and Mexico
LOOK AT WHAT’S CHANGING IN THE IMAGING INDUSTRY
AMIRIX IMAGING, KAILONG MEDICAL TEAM UP TO IMPROVE MAMMOGRAPHY X-RAY TUBE PERFORMANCE
Founded in 2024 by mammography expert Michael Amir and X-ray tube technology pioneer Lars Aagaard Amirix Imaging qu ckly estab ished tself by addressing a critical need in mammography: deliver ng superior performance cost-efficiency and rel ability As the son of Peer Aagaard co-founder of North American Imaging Lars Aagaard continues a family legacy in X-ray tube innovation making him a second-generation tube loader The r f agsh p product the LM33-T mammography tube designed as a direct replacement for the Varex M113-T used in Hologic D mensions and Hologic 3Dimensions has rapidly gained traction w th over 100 un ts sold within just s x months of launching
Ka long Medical establ shed in 2002 is renowned international y for developing and manufactur ng advanced X-ray tube technologies Holding prestigious certifications including GMP ISO13485 FDA and CE Kailong Medical del vers exceptional quality and rel ability Their extensive product line includes stationary and rotating anode X-ray tubes mammography assemb ies, and innovative side beryl ium window tubes, w th continued growth planned in high-power rotating anode assemblies and DSA assemblies
Amirix Imaging, an innovative leader in medical imaging solutions, has announced an exclusive 10-year partnership with Kailong Medical (Hangzhou), a globally recognized manufacturer of medical diagnostic X-ray tubes. Under this strategic agreement, Amirix Imaging gains exclusive distribution rights for Kailong Medical’s advanced Mammography Tube H5077T/LM33-T across North America, including the United States, Canada, and Mexico.
"Partner ng with Ka long Medical a lows Amirix Imaging to sign f cantly enhance the qua ity and access bi ity of mammography solutions across North America " said Michael Amiri President of Amirix Imaging "Together we are committed to advancing diagnostic imaging by providing innovative, reliable, and cost-effective solutions that meet the evolving needs of healthcare providers "
Founded in 2024 by mammography expert Michael Amiri and X-ray tube technology pioneer Lars Aagaard, Amirix Imaging quickly established itself by addressing a critical need in mammography: delivering superior performance, cost-efficiency, and reliability. As the son of Peer Aagaard, co-founder of North American Imaging, Lars Aagaard continues a family legacy in X-ray tube innovation, making him a second-generation tube loader. Their flagship product, the LM33-T mammography tube – designed as a direct replacement for the Varex M113-T used in Hologic Dimensions and Hologic 3Dimensions – has rapidly gained traction, with over 100 units sold within just six months of launching.
Kailong Medical, established in 2002, is renowned internationally for developing and manufacturing advanced X-ray tube technologies. Holding prestigious certifications including GMP, ISO13485, FDA, and CE, Kailong Medical delivers exceptional quality and reliability. Their extensive product line includes stationary and rotating anode X-ray tubes, mammography assemblies, and innovative side beryllium window tubes, with continued growth planned in high-power rotating anode assemblies and DSA assemblies.
“Partnering with Kailong Medical allows Amirix Imag-
ing to significantly enhance the quality and accessibility of mammography solutions across North America,” said Michael Amiri, President of Amirix Imaging. “Together, we are committed to advancing diagnostic imaging by providing innovative, reliable, and cost-effective solutions that meet the evolving needs of healthcare providers.”
A spokesperson from Kailong Medical added, “This partnership represents a pivotal moment for both companies, combining Kailong’s manufacturing excellence and Amirix Imaging’s specialized market expertise and exceptional customer focus.”
Beyond mammography, Amirix Imaging plans to expand its portfolio with additional Kailong Medical products, including small and medium-sized X-ray tubes, further solidifying their joint presence and influence in the North American diagnostic imaging market. •
For more information about how Amirix Imaging is transforming mammography and diagnostic imaging, please contact Amirix Imaging directly.
VARIAN, EMBOLX ANNOUNCE AGREEMENT
Varian, a Siemens Healthineers company, announced a U.S. co-marketing and sales agreement with Embolx for the sale and market development of the Sniper Balloon Occlusion Microcatheter. This announcement marks a leap forward for liver-directed therapies by enabling a full range of embolization and ablation solutions from a single vendor, providing options for advanced image-guided therapies along the cancer patient’s journey.
The Sniper Balloon Occlusion Microcatheter is an innovative tool that expands on traditional embolization use cases by utilizing a pressure-directed balloon system for occlusion in the peripheral vasculature. By altering blood flow-dynamics and controlling local blood pressure, clinicians are afforded precise coverage for the delivery of embolic agents into target areas, effectively starving a tumor of blood supply while protecting surrounding healthy tissues.
The unique design of Sniper also improves the ability to deliver combination treatment for liver directed therapies, allowing embolization to be followed up with ablation techniques to address patient needs. Studies have shown that this combination of modalities can be more effective at
Simplifying The Imaging Equipment Ownership Experience
addressing intermediate-sized liver metastasis with positive effects on patient survival.
“Embolization is an important tool for combatting treatable disease in growing market segments both within and beyond oncology. For many regions, embolization and ablation can each offer a cost-effective option for the treatment of conditions that could otherwise mean life or death for a patient,” said David Hahn, MD, chief medical officer for interventional solutions at Varian. “As part of Siemens Healthineers, we are dedicated to improving access to interventional healthcare that can greatly improve both the quality and quantity of life for patients.”
Under this agreement, Varian and Embolx will collaborate to drive awareness, education, and clinical support of the Sniper Balloon Occlusion Microcatheter for clinicians across the United States. Varian will immediately begin selling this device alongside its established portfolio of interventional solutions, empowering clinicians with the tools to confidently alter and block blood flow through minimally invasive procedures.
Image One Medical is the only Engineer-Owned medical equipment service group that is fully dedicated to Florida’s amazing base of Imaging Centers, Hospitals, and Cancer Treatment Centers. We have a mission: Self perform on every aspect of our business. Specialize on specific modalities: Pet CT, CT & MRI, and Focus in a key geographic region. Fort Myers I Fort Lauderdale I Tampa I Orlando
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IMAGING CONFERENCE & EXPO 2026 TO BE HELD IN SAN ANTONIO
The Imaging Conference & Expo (ICE) 2026 will take place from Feb. 20-22, 2026, at the San Antonio Marriott Rivercenter on the city’s iconic River Walk. The event, which has become a staple in the imaging industry, will once again bring together professionals to connect, learn, and explore the latest technological advancements in imaging.
The Imaging Conference & Expo is the premier event for imaging professionals, focusing on innovations, trends, and technologies that drive the industry forward. ICE provides a platform for networking, education, and hands-on experienc es for those in the imaging and healthcare technology fields.
CONNECT WITH PEERS
#ATTENDICE
The 2025 ICE, held in Orlando, Florida, was a resounding success, attracting over 500 participants. This year’s event featured a robust program that included educational sessions, networking opportunities, and an exhibit hall showcasing cutting-edge medical imaging technologies. The conference successfully combined accredited continuing education, valuable networking experiences, and a comprehensive array of exhibitors, solidifying its position as one of the top industry events.
“The Imaging Conference and Expo (ICE) is an event like no other that brings together the best minds in medical imaging,” said Kristin Leavoy, CMP, vice president of MD Publishing. “ICE provides invaluable insights into the latest industry trends, technologies, and best practices. Whether you’re looking to expand your knowledge, discover cutting-edge solutions, or engage with experts, ICE is the premier conference to attend.”
Kathryn Fields, associate director at Taylor/Chaplin Breast Health Center, shared her positive experience at ICE 2025, noting that the event provided excellent opportunities for education, networking, and learning from other healthcare professionals.
“ICE is a great opportunity to connect with imaging leaders and vendors throughout the U.S.,” Fields said. “It concentrates on education, networking, current events, and biomedical engineering. It doesn’t matter what area of imaging you specialize in, it’s a very welcoming environment with a great mix of both small and large companies that
discuss current healthcare challenges.
“The summit was a great space to share issues affecting our work and the healthcare system,” she explained. “The discussion on workforce diversity and how it impacts our teams was particularly valuable. I left the conference motivated and refreshed with new ideas that I could implement with my team.”
The exhibit hall was also a highlight.
J.J. Maxner, director of sales at Ray-Pac, also praised the networking opportunities at ICE, noting that the event provided valuable exposure to decision-makers in the imaging industry.
“ICE is a great opportunity for networking in the imaging industry. You have the chance to gain great exposure to people who have decision-making power,” Maxner said. “We came back with a ton of contacts that we can reach back out to. This is great for building business relationships that we would never have had the chance to make.”
ICE 2026, set in San Antonio, Texas, is expected to follow this success and offer more opportunities for education, networking, and exploration of new technologies. The Marriott Rivercenter on the scenic River Walk will provide an ideal venue for the event, offering attendees a chance to engage with industry leaders, explore innovative solutions, and take in the vibrant culture of San Antonio.
Registration for ICE 2026 will open later this year. For more information on the conference, including speakers, exhibitors, and ticket details, visit AttendICE.com.
GLEAMER RECEIVES FDA CLEARANCE FOR CHESTVIEW
Gleamer announced that its advanced chest X-ray interpretation solution, ChestView, has received clearance from the U.S. Food and Drug Administration (FDA).
This announcement marks an advancement in chest X-ray interpretation, with a Computer-Aided Detection (CADe) model cleared by the FDA for simultaneously detecting multiple pathologies, enabling direct highlighting of abnormalities on images. This capability enhances explainability and confidence in diagnoses compared to traditional triage-focused CADt solutions on chest X-rays, setting a new standard in AI-assisted radiological diagnostics.
This is Gleamer’s second announcement of an FDA clearance, following the successful introduction of BoneView in April 2022, reflecting the expanding footprint of the Gleamer Copilot suite in the U.S. market. The application is enhanced by a unified UX/UI experience with BoneView, ensuring seamless integration and ease of adoption for
healthcare providers. This milestone paves the way for ChestView’s immediate launch across the United States, offering healthcare providers a powerful tool for faster, more accurate diagnoses.
ChestView leverages artificial intelligence algorithms to assist radiologists and clinicians by automatically detecting key radiological findings in chest X-rays. By identifying anomalies such as pleural space abnormalities, lung nodules, and other critical pathologies, ChestView aims to significantly enhance diagnostic accuracy, reduce diagnostic delays, and improve patient outcomes. The introduction of CADe technology, such as ChestView, represents a significant advancement in medical imaging, enabling healthcare providers to manage increasing workloads efficiently, reduce oversight errors, and enhance the overall quality of patient care.
Contrast Injector
GE HEALTHCARE UNVEILS REVOLUTION VIBE CT
At the American College of Cardiology 2025 meeting, GE HealthCare introduced Revolution Vibe, a new computed tomography (CT) system with Unlimited One-Beat Cardiac imaging to deliver consistent, high-quality images for patients, even in challenging cases like atrial fibrillation and heavily calcified coronaries. Combined with the company’s impressive ECG-less Cardiac, TrueFidelity DL, SnapShot Freeze 2, and Effortless Workflow’s AI-powered solutions, Revolution Vibe enables fast, accurate diagnoses, a more comfortable patient experience, and more efficient workflows.
As cardiovascular disease (CVD) continues to rise globally, the need for advanced diagnostic technologies like cardiac CT angiography (CCTA) becomes increasingly critical.
CCTA offers a non-invasive, cost-effective, and highly sensitive method for diagnosing coronary artery disease (CAD), making it a valuable tool for clinicians. The National Institute for Health and Care Excellence (NICE) recommends CCTA as the first-line investigation for patients with chest pain due to suspected CAD, highlighting its importance in improving diagnostic certainty. Similarly, recent increases in Medicare reimbursement rates for CCTA are a positive step towards making this technology more accessible.
“Expanding access to CCTA is crucial for managing the rising prevalence of CVD, ensuring timely and accurate diagnoses for a larger patient population,” shares Jean-Luc Procaccini, president and CEO, molecular imaging and computed tomography, GE HealthCare. “Our introduction of Revolution Vibe underscores our commitment to this mission. The system is designed to encourage the broader adoption of and access to cardiac imaging, combining advanced technology with AI-powered solutions to deliver fast, accurate diagnoses and a more comfortable patient experience. It is designed to empower healthcare providers to offer the highest quality care, even in the most challenging cases.”
For CCTA to be truly effective, the CT system must be designed to address the most difficult cardiac exams,
including irregularities in heart rhythms, patients with limited cooperation, and those with calcification, stents or bypasses. These complications challenge cardiologists and radiologists alike, often leading to repeat scans, inaccurate diagnoses, heightened patient risk and dissatisfaction, and increased costs.
GE HealthCare designed Revolution Vibe to address these challenges. The ‘all in one’ system provides advanced cardiac CT solutions to help make CCTA more accessible to more facilities and patients, while also enabling greater diagnostic confidence, patient comfort, and workflow efficiency.
“Revolution Vibe has significantly enhanced our cardiac imaging capabilities, doubling our CCTA capacity while reducing scan times and improving image quality,” shares Dr. Christopher Ahlers, radiologist and managing partner at Radiomed. “The advanced technology streamlines workflows, reduces reliance on invasive diagnostics, and ensures high-quality care for all patients, including those with challenging conditions. By adopting Revolution Vibe, we have improved operational efficiency, increased diagnostic confidence, and elevated patient satisfaction, positioning us at the forefront of cardiac care.”
Revolution Vibe enhances cardiac capabilities, enabling Unlimited One-Beat Cardiac imaging. This advanced technology offers clear, full-heart images at low dose, improving access for patients with complex conditions like atrial fibrillation, breath-holding difficulties, heavily calcified coronaries, in-stent restenosis, and cases without an ECG trace. TrueFidelity DL images for cardiac and SnapShot Freeze 2 offer Revolution Vibe users impressive image quality with motion free images. The system also offers ECG-less Cardiac to help improve patient access and simplify preparation for exams without an ECG connection, making it ideal for situations where speed is a priority or when the ECG signal is unavailable.
INSIGHTS
SPONSORED BY: ALLPARTS MEDICAL
DIRECTOR’S CIRCLE
CT scanners offer some advantages compared with other imaging modalities. CT is often a preferred choice in many clinical settings. These imaging devices create high-resolution, cross-sectional images of the body, allowing for detailed examination of internal structures. CT scans are faster and more comprehensive than traditional medical X-ray and capable of capturing images of bones, soft tissues and blood vessels simultaneously.
In this month’s Director’s Circle, imaging leaders share their expert insights and thoughts on CT trends, challenges and innovations.
Participants in the Director’s Circle are:
• AdventHealth CT Modality Manager Thomas Berryhill, BS, MIRS (R)(CT)(ARRT);
• Jackson Memorial Hospital Associate Director of Radiology Services Edward Cariaga;
• Banner Imaging Associate Director Aletha Ewing;
• Atrium Wake High Point Medical Center Imaging Supervisor, CT & IR Kristine McAllister;
• OSUWMC and The James Cancer Hospital Imaging Manager Amy Rupe; and
• MU Health Care Radiology Supervisor-CT Angie Thomas.
Q: WHAT ADVANCEMENTS IN CT TECHNOLOGY HAVE MADE THE MOST SIGNIFICANT IMPACT IN IMPROVING PATIENT CARE AND DIAGNOSTIC ACCURACY?
Berryhill: The short answer, AI. Today’s top CT manufacturers have adopted the use of AI into standard workflows, making scanning more efficient, at the same time, providing quality diagnostic images. From automating precise patient positioning with the help of infrared technology via a camera to automating volume rendering technique (VRT) reconstructions, these advancements allow technologists to maintain focus on patient care, ultimately increasing efficiency and patient safety.
Cariaga: Speed and spectral imaging primarily for stroke, trauma and cardiac studies
Ewing: Higher-resolution imaging, thanks to better detectors and improved spatial resolution, has made a big difference in detecting smaller lesions, fine fractures, and is especially helpful for spotting early signs of cancer and heart disease. Also, combining cardiac CTA and FFRCT technology has really improved patient care. Together, they allow doctors to assess the coronary arteries non-invasively, so they can better understand the severity of blockages and make more informed decisions about treatment – often avoiding unnecessary procedures. Finally, low-dose scanning has come a long way. Thanks to advances in technology, it’s now possible to perform scans with much lower radiation, which is especially important for screening exams like lung cancer screenings, keeping patient dose low without sacrificing accuracy.
McAllister: There have been so many improvements in CT technology over the last few years, but I think the biggest improvement is faster scan times with lower dose. This is something our patients do not realize, but when we explain to some of our more curious patients, it is exciting to tell them the amazing image quality we are giving their provider, with a much lower dose. Faster scan times with improved image quality and lower dose going hand in hand is a huge advancement. We can scan patients in a fraction of the time compared to prior CT scanners not long ago. Some scans take only 1-2 seconds to complete. That’s a few hundred images in 2 seconds! Plus, the quality difference is amazing! This plays a big role in scanning organs that you cannot make hold still, such as the heart. Cardiac imaging is one of the biggest improvements in detail that I have seen. The detail is
so great that we can diagnose each vessel to the heart for high-risk heart disease. Some cardiac CT scans use software that utilizes AI for reconstructing part of the images. That makes for a quicker and more accurate diagnosis. These patients can then go to a cardiologist for further workup that could potentially save their life from a major heart event such as a heart attack. All with a CT scan that took less than 5 minutes of their time and very little radiation dose. I am also very excited knowing we are lowering dose significantly on pediatric patients as well. Plus, with the speed of the CT scan, there are fewer repeat imaging needs and increased diagnostic accuracy. All of these advancements improve accuracy and patient care tremendously.
Rupe: The ability to perform faster CT scans with improved image quality and lower patient dose has enhanced patient satisfaction and increased physician accuracy in their reports. We also utilize dual-energy imaging for advanced post-processing applications. For example, emergent patients who have already received contrast and require additional imaging can be scanned sooner without concern for contrast contamination.
Thomas: The introduction of naetom alpha photon counting technology has improved imaging by offering high-resolution images at minimal dose.
Q: WHAT ARE YOUR THOUGHTS ON THE USE OF LOWDOSE CT SCANS IN ROUTINE PRACTICE, AND HOW ARE YOU BALANCING PATIENT SAFETY WITH DIAGNOSTIC EFFICACY?
Berryhill: Current state, low-dose lung screenings are offered at multiple organizations throughout the U.S. and have been successful in detecting lung cancer in patients with a history of smoking. For low-dose lung screening, patients are required to meet certain criteria, which helps target patients that may be more susceptible to having lung cancer due to an extensive history of smoking. This helps mitigate over-usage, overall, decreasing radiation exposure to the patient. By collaborating with our team of physicist and radiologist, dose and image quality are monitored to ensure images are of diagnostic quality, at the same time, patients receiving lower doses of radiation.
Cariaga: Low-dose for pediatric population and cancer patients are great practice. With the correct parameters, this will reduce radiation exposure while maintaining high diagnostic quality.
Ewing: I think it’s great that we can offer low-dose CT exams for the early detection of lung cancer. This simple test can truly change the outcome of a patient’s diagnosis if the cancer is caught early. Of course, there’s always
a balance to strike between patient safety and diagnostic accuracy. Thanks to advancements in CT technology, we can now get high-quality images while using a lower dose of radiation. To ensure we’re prioritizing safety, it’s important that patients meet the lung screening criteria, and we shouldn’t be imaging those who don’t fit the criteria. This way, we’re helping the right patients while keeping them safe.
McAllister: Low-dose CT scans are a huge benefit to our community. For example, a low-dose CT lung scan can be done at a low cost and has helped many patients find lung cancer that they may not have otherwise known about until they started to develop symptoms. We have a process in place that screens patients first to make sure they qualify for this low-cost program. They are very diagnostic and very low radiation dose. We have specific protocols in our scanners that ensure low dose and high detail. These images are sent to a specific radiologist that flags it as a low-dose screening, which ensures accuracy. A lung cancer can be caught in the early stages, allowing for a much higher survival rate and longevity of life.
Rupe: We use various dose modulation techniques on our scanners to ensure the lowest possible dose for each protocol. By collaborating closely with our imaging physics department and radiologists, we maintain the right balance between minimizing radiation exposure and preserving diagnostic image quality.
Thomas: For pediatric patients we have achieved diagnostic quality images at a minimal dose using the alpha scanners. For adult patients there are certain protocols that can produce diagnostic quality images while keeping dose well below acceptable levels. We work closely with our medical physicists and radiologists to ensure our scans are at a diagnostic level, while minimizing the patient dose.
Q: GIVEN THE ONGOING STAFFING SHORTAGES IN RADIOLOGY, WHAT STRATEGIES HAVE YOU IMPLEMENTED TO ENSURE THAT CT SERVICES REMAIN EFFICIENT AND EFFECTIVE?
Berryhill: We’ve recognized that the radiology staffing pipeline starts with X-ray students. By partnering with our surrounding colleges and universities, we’ve advocated for increases in class sizes, resulting in an increase in X-ray students completing clinicals within our organization, ultimately growing the pool of potential candidates for hire. Once employment is established, growth within the organization occurs with a blended format of cross-training and completion of the CT Registry. Getting CT technologists in our doors is only half the battle, retaining them is key. By providing competitive pay, an array of organizational benefits and growth opportunities,
THOMAS BERRYHILL
ADVENTHEALTH
EDWARD CARIAGA
JACKSON MEMORIAL HOSPITAL
we are, not only able to retain staff, but also create an environment for career growth within the organization.
Cariaga: Staffing flexibility and staggering radiology services to other system facilities. Collaboration of other system company to hybrid staff within the system. Hiring of premium pay (agency) staff if needed.
Ewing: We’ve really focused on improving efficiency and streamlining our workflow to keep things running smoothly. To support our techs, we’ve brought in extra help, and we have teams dedicated to handling revised orders and reviewing schedules ahead of time. This allows us to gather labs when needed and ensure everything is scheduled properly. We try to be proactive, rather than reactive, to avoid any delays or issues in the department. We also have imaging assistants working alongside the CT technologists to keep the schedule moving seamlessly throughout the day. To address the tech shortages, we’ve implemented cross-training programs and focus on training from within the company. This provides RTs with great opportunities to advance in their careers while allowing us to grow our own pool of skilled CT technologists. It’s a win-win for both the team and the department.
McAllister: Employee satisfaction is a huge key to retention. We are a department that is very in tune with our staff. We, as leaders, make sure we are visible and are ready and willing to step in to help our staff. We listen to the needs of our staff. We have implemented many scheduling changes to support staff needs and satisfaction, including creating 4 10-hour shifts instead of 5 8s, for example. We have used travelers when necessary to ensure complete coverage and lessen staff stress. We believe work-life balance is very important.
Rupe: We’ve used agency staff to support our fulltime team during the ongoing nationwide shortages. Additionally, we reinstated our imaging student Intern program, giving technologists an extra set of hands for a two-person safety model while scanning. This past year,
we also introduced patient care associates into our CT spaces to help with non-scanning tasks, allowing technologists to focus more on imaging and patient care.
Thomas: We have had to utilize travel technologists to fill in the staff shortages to keep up with patient volume and still maintain optimal patient turnaround times. Creative scheduling has allowed me to overlap shifts with the staff we have.
Q: HOW DO YOU HANDLE THE BALANCING ACT BETWEEN BUDGET CONSTRAINTS AND THE NEED FOR ADVANCED CT TECHNOLOGY AND EQUIPMENT UPGRADES?
Berryhill: With prices of CT machines ranging from $600K to $2M, there are a wide range of different CT scanners from several different manufacturers. Working closely with our contracted vendors provides us with the opportunity to tailor our equipment based on demographics and the services being provided at that location. One of the advantages of working at such a large organization is the ability to obtain optimal pricing through “bulk buy” offerings, as well as software upgrades and add-ons for our equipment. This is a huge win for our organization and helps us procure the most advanced CT equipment on the market today.
Cariaga: It has been challenging but so far, we have managed well in our facility. We have purchased top of the line equipment and replaced some of our old fleet of equipment without any issue. Some old equipment will be replaced soon.
Ewing: Balancing budget constraints with the need for advanced CT technology and equipment upgrades is a challenge, but we approach it strategically. We focus on prioritizing needs versus impact. For example, if we have two CT scanners in proximity, we evaluate whether both need the same scanning capabilities, or if it makes more sense to offer certain services, like coronary imaging, at just one site. We also implement upgrades in phases, creating a timeline for equipment replacement based
BANNER IMAGING
ALETHA EWING
KRISTINE MCALLISTER
ATRIUM WAKE HIGH POINT MEDICAL CENTER
AMY RUPE
OSUWMC AND THE JAMES CANCER HOSPITAL
on factors like age, exam requirements and usage. This helps us spread out the financial impact over time, ensuring that we’re making thoughtful decisions that align with both patient care and budget limitations.
McAllister: This is always a hard task for any business. Fortunately, we have a great leadership team that is very good at budgeting and prioritizing. With the advancements in CT, it is easier to justify the cost at first with the long-term benefits. A newer, more advanced CT machine equals additional new studies and offerings of procedures that we wouldn’t have had prior to the new equipment. That brings in more volume. We are adding new exams that we couldn’t offer before, and we can increase our volume due to the speed of the machine compared to the older technology. That, in turn, boosts the budget in itself. Adding multiple appointment slots to the schedule every day definitely increases the budget and helps satisfy the community needs by getting patients in faster so they can make a healing plan.
Rupe: We’re fortunate to have recently signed an agreement with one of our vendors, ensuring we stay up to date with the latest imaging equipment. This agreement gives us the opportunity to collaborate closely with our vendor, bringing in new ideas and implementing the latest technology to enhance our imaging capabilities. Additionally, we have a facilities imaging equipment specialist to oversee equipment purchases and have developed a 10-year plan for future upgrades.
Thomas: We are very fortunate at our facility that our equipment is maintained and upgraded when needed. We do the very best we can at minimizing overtime for staff to help keep costs down. Our patient volumes are high enough, that our productivity is always kept under budget.
Q: HOW ARE YOU ADDRESSING THE GROWING DEMAND FOR FASTER AND MORE EFFICIENT CT SCANS WHILE ENSURING A POSITIVE PATIENT EXPERIENCE?
Berryhill: Piggybacking off my previous answer regarding AI. The use of AI increases efficiency and throughput,
MU HEALTH CARE ANGIE THOMAS
while providing the opportunity for our technologists to maintain patient-centered care. Additionally, working with our internal IT and EMR build team to optimize workflows, helps streamline processes within the department. Interdepartmental collaboration within the organization is key to success, not only in terms of being more efficient, but also in providing a positive patient experience. Taking a “one team” approach that, ultimately, includes multiple different departments (nursing units, ED, etc.), provides the opportunity for collaborative work that our patients experience during their visit.
Cariaga: Time management and staff continuous competencies. Assigning a great leader to navigate the daily demand.
Ewing: This requires a mix of streamlined processes, advanced technology and clear communication. Thanks to recent advancements in CT, we’ve upgraded to faster and more efficient scanners. These new machines not only reduce scan time but also improve efficiency on the back end with features like auto-reconstruction and quicker, user-friendly MPR capabilities. We’ve also streamlined workflows to give staff more time to spend with patients, minimizing bottlenecks and ensuring everything runs smoothly. Communication plays a huge role in ensuring a positive patient experience. We make sure patients are fully informed about what to expect before, during, and after their scan, which helps reduce anxiety and keeps them at ease. Our staff is always available to answer questions or offer reassurance, ensuring patients feel comfortable and well taken care of. Lastly, while speed is important, patient comfort is just as critical. When patients are comfortable, not only do we improve image quality (since they’re less likely to move during the scan), but we also make their overall experience much more positive.
McAllister: Our community hospital is a very busy one. We understand that our patients need their scan done ASAP for multiple reasons. We strive for the best possible patient experience. We, as technologists here at High
INSIGHTS
Point, get excited about new technology, and it shows in our patient care. Even though our hospital is not as big as our larger partners in our network, we strive to have the best and most up-to-date technology. We have adjusted our appointments to be earlier in the day and later in the afternoon to help accommodate our patients’ busy schedules. Patient satisfaction is a very high priority and something we take pride in.
Rupe: Safety is a top priority at our facility, both for patients and staff. Balancing staffing and scheduling for outpatient and inpatient exams is always a challenge, but we’re committed to getting it right. We continue working with our EPIC team to refine internal processes, helping staff manage schedules efficiently and ensuring we have the right coverage to maximize scanner usage.
Thomas: My staff and I are always focused on providing our patients with the highest level of care, regardless of the length of the scan or how long they are in the CT department. It is quality over quantity. It doesn’t matter how long a patient is with you, if they are treated well, they will have a positive experience.
Q: WHAT ELSE WOULD YOU LIKE TO SHARE WITH ICE READERS REGARDING CT?
Berryhill: Technology is continuously growing. CT scanner manufacturers are developing new ways to increase efficiency by advancing AI software, decreasing radiation dose and increasing diagnostic images all together. I’m excited to see what the future holds, not only in CT, but radiology as a whole.
Ewing: One thing I’d like to highlight is how far CT technology has come in improving both patient care and workflow efficiency. It’s not just about getting faster scans – it’s about achieving better, more accurate images with less radiation, ultimately leading to more personalized care. CT plays a critical role in early diagnosis, especially in areas like cancer detection, cardiac imaging and trauma, where timing is essential. As CT continues to evolve, it’s important for the industry to stay adaptive and forward-thinking. We need to embrace new technologies and methods that enhance our ability to diagnose, treat and care for patients while balancing costs and maintaining quality. The future holds a lot of promise, and it’s exciting to be part of a field that’s constantly advancing.
McAllister: Most people don’t realize everything that goes into being a CT technologist. We, as technologists, must have a lot of knowledge. The running joke is that
we are “button pushers.” We have to know how to operate a multi-million dollar scanner and troubleshoot it when it has issues; understand anatomy, physiology, and pathology because if we see something abnormal, we need to know if it’s something we have to keep the patient for or call a doctor to expedite; be able to start IVs better than anyone in the hospital because without their IV, they don’t get a scan sometimes; be able to ensure safety and comfort for our patients, including being a radiation safety expert; try to reason with a 2-year-old to lay still on this hard, cold table so you can scan them for an important diagnosis; know all the risks and contraindications of administering contrast and be ready for a contrast reaction that would require life-saving measures; be a good listener knowing you have 8 more patients waiting to be done; be able to hide your facial expression when you find a cancer but can’t tell them because they have no idea; plus, the ones that just found out they have cancer and you’re the first person they have come face to face with since they were told the news. It’s not an easy job, and it takes a special person to fill those shoes. So next time you or someone you love has a CT scan, know that we’ve got you, and you’re in good hands.
Rupe: We’re excited to start exploring photon counting CT scanners in the coming year and finding ways to implement this cutting-edge technology within our institution.
Thomas: I have been in radiology for over 30 years and have seen lots of trends, both positive and negative. At the core of it all is having great people on your team. I have always said I can dig a ditch if I enjoy the people I’m digging the ditch with. That is true for any profession. I am so lucky to have an amazing group of people that are committed to helping not only our patients, but each other. •
This month’s article was sponsored by AllParts Medical. For more information on this company, visit Allpartsmedical.com.
PRODUCTS
Market Report
FIRMS PREDICT CT MARKET GROWTH
STAFF REPORT
Diagnostic imaging continues to serve a major role in healthcare worldwide. New technology, AI and innovations provide lifesaving images and information that healthcare providers use on a daily basis.
Research firms predict continued growth of the diagnostic imaging market in the United States and globally in the coming years. Computed tomography (CT) is one segment of the diagnostic imaging field that experts forecast growing into 2030.
Computed tomography is a medical imaging system widely used in healthcare facilities for early diagnosis and disease treatment, and advanced developments in the diagnostic imaging segment have fueled the demand for advanced imaging systems. In addition, the rise in demand and installation of new computed tomography (CT) systems for precise disease prognosis across healthcare settings has led to the growth of the global market.
Fortune Business Insights reports that the global computed tomography (CT) scanners market size was valued at $6.97 billion in 2023 and is projected to grow from $7.34 billion in 2024 to $11.92 billion by 2032, exhibiting a CAGR of 6.3% during the forecast period (2023-2032). Asia Pacific dominated the global CT Scanners Market with a market share of 36.44% in 2023.
“The increase in the prevalence of chronic diseases, such as cancer, neurology diseases, cardiovascular diseases, and orthopedic disorders, has led to a large patient pool in need of diagnostic modalities such as computed tomography and magnetic resonance imaging globally. The prevalence of chronic disorders is high among the global population,” the report states.
For instance, according to the American Lung Association statistics, in 2022, 11.7 million (4.6%) of the U.S. adult population were suffering from chronic obstructive pulmonary disease (COPD).
The introduction of technologically advanced computed tomography (CT) scanners is one of the major factors stimulating the market growth, according to Fortune Business Insights.
“The major industry players operating in the market are
continuously involved in developing advanced systems with better disease prognoses, high-resolution results, and improved speed. The surge in the presence of CT scanners across healthcare settings has significantly reduced the time of hospitalization and has supported disease treatment across several disease indications. Recent advances in CT scanning technology include removing harmful radiation to patients, increased speed, and improved image quality,” Fortune Business Insights states.
Moreover, the surge in investments by public and private organizations toward advanced imaging centers is expected to further boost the market growth.
Grand View Research also predicts continued market growth.
The global computed tomography market size was estimated at $4.61 billion in 2023 and is expected to grow at a CAGR of 7.87% from 2024 to 2030, Grand View Research reports.
Technological advancements in computed tomography (CT) technology, coupled with the growing prevalence of chronic disorders, such as cancer, orthopedics, and cardiovascular and neurological conditions, are expected to accelerate market growth, according to the report. Furthermore, increasing awareness and focus on preventive healthcare measures have led to a surge in routine diagnostic procedures, contributing to the expanding market for computed tomography. The introduction of CT has been of great benefit to medical care. This technology improves diagnoses, prevents unnecessary medical procedures, improves treatment by providing detailed anatomical imaging, and is a cost-effective imaging technique.
“The computed tomography industry is accelerating at a moderate to high stage and is expected to witness a high degree of innovation, marked by several instances of regulatory approvals, partnerships, and collaborations. In recent years, the industry has witnessed a significant rise in new product launches, posing a challenge for established players to maintain their foothold in the constantly evolving industry. Key industry players are making substantial investments in R&D activities to create innovative imaging technologies, which are anticipated to drive market expansion,” Grand View Research adds. •
Product Focus
Computed Tomography
FUJIFILM
*Disclaimer: Products are listed in no particular order.
SCENARIA View Focus Edition Computed Tomography System
The SCENARIA View Focus Edition is a powerful, 128-slice premium performance CT solution that is uniquely designed with performance advantages to better meet the needs of a wide range of patients and providers. The system is designed for radiology, cardiology and emergency departments, as well as outpatient locations. It leverages Fujifilm’s powerful Focus Engine image process and operator console, resulting in 20% faster workflow for more patient exams per day, 3D camera and AutoPose for patient positioning and planning, as well as high level cardiac CTA capability with Cardio StillShot 3D motion correction. The SCENARIA View Focus Edition’s optional Cardio StillShot software is revolutionary, with a proprietary algorithm that creates clear, high-quality images for even the most challenging heart rates. The software provides motion correction for the coronary arteries, entire heart and the valves and enables more exams to be performed with Prospective Gating versus Retrospective Gating due to lower patient radiation exposure.
2 3
ALLPARTS MEDICAL CT
Parts
The Siemens SOMATOM go.Up is designed for efficiency and reliability in routine imaging, allowing healthcare providers to handle high patient volumes and complex cases with ease. With AI-driven automation, this CT system streamlines workflows, enhances clinical efficiency, and maximizes versatility across various healthcare settings. AllParts Medical maintains a Siemens SOMATOM go.Up, along with other CT systems, on-site for part testing, technician training, and real-time support, ensuring quality and reliability before components are shipped. The hands-on approach helps keep your imaging systems running smoothly with minimal downtime.
SIEMENS HEALTHINEERS
Naeotom Alpha class of PCCT Scanners
The new Naeotom Alpha class of photon-counting computed tomography (PCCT) scanners from Siemens Healthineers includes the Naeotom Alpha.Pro, a new dual-source PCCT scanner; the Naeotom Alpha.Prime, the world’s first single-source PCCT scanner; and the dual-source Naeotom Alpha.Peak (formerly the Naeotom Alpha), the world’s first commercially available PCCT scanner and the most premium member of the product class. All three scanners display anatomy with a previously unseen level of detail at a slice thickness of 0.2 mm, making small abnormalities visible without increasing the radiation dose. The Naeotom Alpha.Peak delivers a fast scan speed of 737 mm/sec for radiologists who need a high level of clinical performance. The dual-source Naeotom Alpha.Pro delivers scan speeds as fast as 491 mm/sec with the same 66 ms temporal resolution as the Naeotom Alpha.Peak. The single-source Naeotom Alpha.Prime has a scan speed of 345 mm/sec. All Naeotom Alpha class models use artificial intelligence and automation to accelerate diagnostic and interventional processes.
TRI-IMAGING SOLUTIONS
CT Parts & Repair
Solutions
Tri-Imaging Solutions understands the critical role that CT scanners play in patient care. That’s why it provides high-quality CT parts and expert repair services, ensuring minimal downtime. Its Nashville-based facility specializes in parts repair, including advanced testing to extend the life of key CT components while maintaining optimal performance. Tri-Imaging Solutions supports the four major OEMs – GE, Siemens, Philips, and Canon – offering a broad inventory of tested, high-quality parts that meet or exceed industry standards. With in-house engineering expertise, Tri-Imaging Solutions can diagnose and restore CT components to peak conditions, helping reduce costs without compromising reliability. Tri-Imaging Solutions offers a wide range of modalities and have specialized in CT since it opened in 2013. Whether you need replacement parts, expert repair, or technical support, Tri-Imaging Solutions is committed to delivering cost-effective, technology-driven solutions. Decision-makers gain access to high-quality CT components and expert guidance, empowering them to maintain high-functioning imaging systems while optimizing their budgets.
UNITED IMAGING uCT systems 5
Built upon the cutting-edge Z-Detector, United Imaging’s uCT systems are engineered for lasting success with high resolution and an incredibly low noise floor across the entire portfolio. The uCT ATLAS from United Imaging is an ultra-premium CT scanner with Z-Detector coverage from 4 cm to 16 cm and up to 640-slices per rotation. It features a 0.25s rotation speed, an 82 cm ultra-wide bore and 700 pounds table lift capacity to accommodate all types of patients, including bariatric and pediatric. Born with AI, uCT ATLAS features workflow standardization from the uAI Vision 3D camera and 10 more exclusive industry-leading AI technologies throughout the system. The uCT ATLAS offers top of the line image quality, fast exams, and ease of use for routine to advanced applications, including cardiac, acute care and trauma.
THE FUTURE OF IMAGING EDUCATION
BY MATT SKOUFALOS
Across the medical imaging industry landscape, healthcare institutions are managing around recruitment and retention concerns that include a shortage of professionals across positions, lengthy times to get them prepared for those roles, and increased volumes of imaging studies that must be performed, read, and maintained in the delivery of high-quality patient care.
According to job market forecasts from the U.S. Bureau of Labor Statistics, opportunities are on the upswing for MRI and rad techs through 2033. At six percent, this growth is outpacing that in other fields, with an expected need to add 16,000 professionals annually, replacing workers who transfer out of those careers, or who retire altogether.
A 2023 survey from the American Society of Radiologic Technologists (ASRT) showed career vacancies at an all-time high in 20 years of documen-
tation, up from 12 percent in 2021 to 18 percent in 2024. The 2024 ASRT Consensus Committee Meeting Outcomes attributed those circumstances to burnout, emotional exhaustion, and fewer students entering the profession against increasing numbers of them leaving it for new opportunities or retirement.
“This shortage is not limited to medical imaging technologists and radiation therapists but impacts medical physicists and others throughout the landscape,” the report reads. “Combined, these fac-
tors have led to unprecedented numbers of job openings, overburdening the remaining staff and potentially affecting the quality of patient care.”
Julia Sheehy-Chan, vice president and head of education and workforce solutions at Siemens Healthineers North America, said that original equipment manufacturers (OEMs) in the imaging space place an increasing priority on supporting professional education “as a mission-critical objective for the safe and effective use of our equipment.”
“Over time, our equipment has advanced by leaps and bounds,” Sheehy-Chan said. “What’s unique about our sector of imaging is how tightly intertwined the technology is with these highly advanced patient care programs.”
“Education is more important than ever because it’s the only way you’re going to get a specific clinical program off the ground – for example, advanced breast or cardiac imaging, which are critical areas for diagnosis and treatment as our population ages,” she said.
Given the challenge of reading advanced imaging studies, OEMs are looking for ways to accelerate technologists’ professional development to unlock the commensurate benefits of the high-end imaging devices they vend. The analogy Sheehy-Chan offered was ensuring “they’re not using an elite race car just to drive to the grocery store.”
Across the United States and Canada, radiologic technologists are trained through programs at some 1,200 community colleges, universities, and private schools. An ASRT survey published in December 2024 reported that 19,815 students enrolled in ASRT programs in 2023, up from 17,679 the year earlier. According to that same survey, 66 percent of those enrolled in imaging education programs said those programs were full, leading to an estimated 37,929 qualified students being turned away from opportunities in imaging education.
Sheehy-Chan said she’s heard from community colleges that are struggling with clinical placements for technologists-in-training to complete their required clinical hours.
“When we talked to ASRT and ARRT (the American Registry of Radiologic Technologists) about that, they’re thinking about how they can optimize curricula for both technologists and newer roles in the field, such as imaging assistants,” she said.
Solutions contemplated include asynchronous learning, which involves offhours education scheduling, self-guided coursework, and expanded on-the-job training after hiring. Alternatives to onsite clinical hours could involve virtual experiences like virtual-reality (VR) simulations or other training software.
Even after professionals are certified, however, healthcare institutions find that they still shoulder an educational and training burden in ramping up recent graduates to professional performance.
“A lot of institutions have some sort of get-your-technologist-up-and-running program, but I [am eager to see] which institution will be able to package that and shore it up across the nation,” Sheehy-Chan said. “We’ve heard from people who are taking new grads that it takes them nine months to learn things like radiation safety, site-specific protocols, and sending images to PACS. If they can cut that down to six months, it will result in significant savings.”
Siemens Healthineers is also looking to expand distributed technologies for learning, like its cloud-based SmartSimulator, which replicates the user interfaces of its medical devices virtually. The company already uses SmartSimulator for in-house training of customers and staff, with further potential to expand into other areas of clinical education, Sheehy-Chan said.
“I think the potential for virtual reality training is quite significant,” she said. “We are piloting a VR way to educate our service engineers at present that allows them to record an actual service event with VR goggles on. Customers are interested in using VR for their own training purposes.”
“Expanding those technologies is one way we can solve some of these problems,” Sheehy-Chan said. “A brickand-mortar training center used to be
the be-all-end-all, but now people are so much more comfortable with virtual environments than they were before COVID. They don’t want to take their people out of a clinical setting to travel somewhere.”
Moreover, she said, remote scanning also can provide a great training environment for new grads.
“If you get the privilege of starting as a new grad in a remote scanning environment, it’s peaceful, it’s quiet, and you can have all the benefits of working with a trained technologist without the disruptions that accompany being in-person,” Sheehy-Chan said.
Given the outgrowth in remote imaging technologies and practices, Siemens Healthineers WeScan remote scanning technology is opening new potential career pathways for students seeking roles as onsite tech aides, who are trained to position patients for exams and care for their needs during remote scans. As compared with the training a technologist requires, such as an associate’s or bachelor’s degree, a tech aide credential is more approachable, Sheehy-Chan said.
“We’ve seen so much acquisition (of remote scanning) in the healthcare space,” she said. “You have these giant networks with centers in all environments, and now they’re working on keeping that quality consistent where the patient is being treated.”
Such roles also emphasize the human-centered aspects of patient care, the evolution of which Sheehy-Chan said Siemens Healthineers is tracking over time, as imaging technologies “do more than ever” through remote scanning, artificial intelligence (AI), and other advancements.
Siemens Healthineers is also working with customers to further career development as a retention strategy. This might involve device-specific technology training, modality-specific cross-training, or programs that further advance leadership preparedness and interpersonal “soft” skills. The ultimate goal of such strategies is to retain professional talent in a market that is experiencing “a high amount of volatility,” Sheehy-Chan said,
IMAGING PROFESSIONALS:
which “can make some of our customers nervous about investing in people and their ability to retain them.”
Radiologist Michele Edison, who directs the diagnostic radiology residency program at AdventHealth Orlando, and who works in the women’s imaging section of the central Florida division of its radiology medical group, said that imaging departments “definitely have vacancies.”
“We have a very successful match program at AdventHealth Orlando,” Edison said. “We’re very fortunate to have a very successful group of radiology residents.”
“The great thing about imaging training is that there is not only the comprehensive educational materials and lectures, but there is also the more vocational, handson element to incorporate what has been learned in the classroom to real life.”
- Beth Allen
However, Edison also said the program has an eye toward expansion amid an anticipated national physician shortage in the next 10 to 20 years. Physician training is lengthy, especially that of a radiologist: four years of college, four years of medical school, and then another five or six of residency and fellowship.
“Almost all of our residents have gone into fellowship after residency,” Edison said. “Only one didn’t do a fellowship since the inception of the residency. That’s 14 years, and if you delay your course a little, it can be even more time than that.”
“We need to start thinking about these sorts of things now as a society,” she said.
In addition to the length of schooling required to begin a career as a radiologist, Edison said the field has withstood cultural shifts that may make it less appealing to a younger generation of professionals. Whereas a prior generation of physicians enjoyed a degree of deference based upon the length of their schooling and the effort their depth of experience conferred, there are patients today who may think “Dr. Google is sometimes more correct,” she said.
“Physicians back in the old days were highly respected, and they had a lot of clout,” Edison said. “It’s a different world. I think imaging is maybe less attractive to certain people, and I think that’s a shame because it is a really great profession.”
Incentivizing younger Americans to
pursue careers in medicine, and specifically in radiology, is critical, Edison said, because the healthcare space is only becoming more imaging-reliant. Internists surveyed about the most significant changes to their practices in recent years cite the advancement of CT and MRI modalities as among the most critical improvements in patient care “by a pretty significant amount,” she said. That attitude reflects an increasing demand for imaging services among an aging Baby Boomer population that will only need more complex care in the future.
“Every practice in the country can’t hire fast enough,” Edison said. “We’ve had increasing patient imaging volumes without an increase in the workforce. I think the time crunch is real. It’s demanding on the body, on the mind. To provide quality patient care to a patient who feels taken care of, listened to, and happy with their service becomes increasingly challenging if you’re stretched thin.”
In addition to the demand for a greater volume of imaging services, Edison cited the increasing challenges among referring physicians “to feasibly have a grasp on ordering” those studies without comprehensive education about what they’re requesting. “For an internist or a family medicine doctor, it has to be daunting to think about placing orders,” she said.
Training for a radiologist involves putting in study outside of work hours, Edison said. In addition to absorbing “book knowledge,” training in pattern
BETH ALLEN
MICHELE EDISON
COVER STORY
recognition requires a time investment that is difficult to reduce and glean the same standard of proficiency. Viewing heavy volumes of cases helps residents to learn how to identify abnormalities, which makes the notion of abbreviating their academic investment challenging to overcome.
She pointed to conversations led by the Association of Academic Radiology in studying a “Competency Based Medical Education” model employed by the Royal College of Physicians and Surgeons of Canada that is intended to replace time-based training. The idea involves progressing residents through training based on achievement of certain milestones rather than just the time of training. This potentially could reduce or extend the number of years they must spend training in total.
“That is potentially a future way in which we could reduce the amount of time that’s needed to become a radiologist,” Edison said; “however, as someone who graduated with a normal amount of time for residency, it does give me pause. The time is necessary. For some people who are maybe a little slower to learn, it may extend the residency to ensure that they’re adequately trained. If we do this, how will that in the end fare for our patients?”
Career surveys also identify radiologists as “some of the most financially-driven physicians out there,” Edison said, with their salaries and benefits among top considerations in their re-
cruitment and retention.
However, younger physicians increasingly value the time they spend away from the workplace, and seem to be willing to forego some of those earnings to travel, spend time with family, or pursue personal interests. They also are more interested in teleradiology positions rather than physical workplace assignments.
“That’s another way that we are losing some great people for people who need flexibility in their lives,” Edison said. “The full-time, 8-to-5 workday isn’t conducive to a mother with children. Every radiologist, pretty much, in the newer generation, desires at least some hybrid form of teleradiology and onsite. I think that’s a change that is imminent.”
Retention is also challenged by an intense job market that offers varied, high-paying professional opportunities at locations across the country, some of which boast lifestyle advantages over others.
“Clinical demands are ever increasing everywhere, which burdens radiologists,” Edison said. “If you lose a high volume reader from your practice, it further burdens the other radiologists who stand with your practice. You can see how this could eventually spiral out of control.”
“Retention is definitely a major topic for every radiology practice in the country,” she said. “Having a radiologist onsite is critical.”
Edison does believe that increasing the scale and scope of residency programs can help create greater
CHAN
recruitment pools from which healthcare institutions can identify their next crop of imaging professionals. To do that means supporting residency coordinators and teaching faculty who operate what she described as “a labor of love” and “not financially incentivized.”
“It is something you feel passion for and a calling to,” Edison said; “it is not for any secondary gain.”
Beth Allen, director of clinical operations at Banner Imaging, said that, among the ever-evolving demands of imaging department staffing, leadership continually seeks a balance between improving productivity without sacrificing quality or safety. In making those determinations, directors consider details like exam cycle times, patient volumes, hours of operation, PTO coverage, and identifying which tasks can be performed by staff other than technologists.
“It is important to right-size our staffing levels by not having too many ‘extra’ team members, but also not so short that we have to implement patient cancellations due to call-outs, PTO (paid time off), FMLA (Family and Medical Leave Act) or any other unexpected challenges to our staffing strategy,” Allen said.
In concert with its system-wide health careers department, Allen said that Banner Imaging offers college internships in several imaging modalities, and coordinated with curriculum directors to make sure that newly graduated technologists will have success in their first job placements. In turn, Banner develops
JULIA SHEEHY-
COVER STORY
stronger relationships with technologists in training that may later help address its staffing needs.
“We are very proud of the culture that we have established, not only for Banner Imaging, but throughout the Banner system as a whole,” Allen said. “It is on display to students, new employees and veterans of our staff. It is often a selling feature that helps potential employees choose a post-graduate position with us.”
“Any time someone chooses to go to school, it has to be balanced with the time required to work,” she said. “It is often a difficult commitment to make.”
“The great thing about imaging training is that there is not only the comprehensive educational materials and lectures, but there is also the more vocational, hands-on element to incorporate what has been learned in the classroom to real life,” Allen said. “This is where the ‘art’ of healthcare experience is earned.”
Banner Health employees of six months or longer are eligible for academic benefits like priority on school waitlists, tuition reimbursement, and scholarships. There are sign-on bonuses for certain positions that are difficult to
“A brick-andmortar training center used to be the beall-end-all, but now people are so much more comfortable with virtual environments than they were before COVID.”
- Julia Sheehy-Chan
fill, but Allen said that staffing retention is of equal concern.
“Often a great tech will leave for more money per hour, and I get that,” she said. “Sometimes there is a reason it takes more dollars per hour to attract employees. I would like to think we make our offers with more precision than that, and stay in line with what would be expected per hour.”
“We also want to offer a work/life balance to make sure that we minimize burnout and offer schedules that work for individual situations,” Allen said. “This also can be a challenge to find the right fit.”
As more aspects of technologist education have shifted to virtual instruction, Allen said some of the educational partners with which Banner works have reported challenges in keeping the attention of students who grew up in such an environment. Hybrid models of education, which blend virtual and in-person instruction should continue to evolve, Allen said, to prepare students to enter the workforce and be able to contribute immediately upon graduation.
“The programs that we are affiliated with do have imaging simulation labs that allow offsite training so those students have tactile training before starting their internships with us,” Allen said. “In order to set our new grads up for success, we have them in training with a preceptor until we are all comfortable with them to be on their own. We also have modality-specific Teams chat pages to assist with questions.”
“We realize when we hire these students, we have more work to do with them their first year in order to make them successful,” she said. “Imaging is a career full of learning, so no one should expect to know everything just because they earned that degree. We embrace an open culture that encourages questions, feedback regarding successes or opportunities, and communication.” •
STOP GUESSING ABOUT COMPANY CULTURE TAKE ACTION TO BUILD A WORKPLACE THAT WORKS
DIRECTOR’S CUT
BY NICOLE DHANRAJ
Radiology is more than just an industry – it’s a lifeline for the communities it serves. Behind every patient outcome and operational milestone is a team of people. Their experiences, motivations, and interactions are shaped by one crucial factor: company culture.
But culture doesn’t just happen. Culture is the sum of your organization’s values, behaviors, and unspoken rules. As a leader, you have the power – and responsibility – to shape it intentionally.
Too often, we treat culture as an abstract concept or assume it’s something that evolves naturally. But the truth is, a great culture requires purposeful effort. It starts with asking the right questions and being willing to listen deeply to the answers.
1. WHAT’S THE MOST COMMON REASON PEOPLE SAY THEY LIKE WORKING HERE?
Think about this for a moment. What would your team say if asked? Is it the mission? The camaraderie? Or is the silence deafening? Understanding what makes employees stay helps you build on the positive aspects of your culture. If you don’t know the answer, it’s time to start the conversation.
Take Action: Conduct an anonymous poll to find out why your employees choose to stay. Then, celebrate those reasons and build on them.
2. HOW DO WE ONBOARD NEW HIRES TO FEEL SUPPORTED, INCLUDED AND PREPARED?
Imagine this: It’s someone’s first day at your
organization. Are they greeted warmly and set up for success, are people aware of their arrival and excited for them to start? Or are newbies left wondering if they made the right decision? Onboarding isn’t just an administrative process – it’s the first impression of your culture.
Take Action: Assign new hires a mentor to guide them through the first 90 days. Share stories that illustrate your organization’s values, not just its policies. Have them meet other colleagues from different departments, give them a welcome package and genuinely take interest in them being there, don’t have them scampering around on their first day.
3. HOW DO WE ADDRESS CONFLICTS OR DISAGREEMENTS WITHIN OUR TEAMS?
Conflict is inevitable, especially in high-pressure environments like healthcare. But how we handle it says everything about our culture. Does your team feel safe raising concerns? Are conflicts swept under the rug, or are they addressed openly and constructively?
Take Action: Train your managers in conflict resolution and create a system where employees can voice concerns without fear of retaliation.
4. HOW HAS OUR ORGANIZATION EVOLVED IN RESPONSE TO EMPLOYEE FEEDBACK AND EXTERNAL CHALLENGES?
Every organization faces change. The question is: Do you embrace it or resist it? Employees notice whether their input is valued or dismissed, and that perception shapes
their engagement.
Take Action: Hold regular forums where employees can share ideas, then follow up with concrete actions. Transparency about how feedback shapes decisions builds trust.
5. WHAT DO OUR COLLABORATION PRACTICES SAY ABOUT OUR VALUES?
Collaboration isn’t just about getting the job done – it’s about trust and respect. Does your culture encourage genuine listening and teamwork, or are teams operating in silos?
Take Action: Host cross-departmental meetings or team-building activities that encourage open communication and mutual understanding.
6. HOW HAVE WE SUPPORTED AN EMPLOYEE’S GROWTH BEYOND THEIR ROLE?
If someone on your team wants to grow, do you have a roadmap for them? Development opportunities signal that you value employees as people, not just as workers.
7. HOW DO WE GATHER EMPLOYEE FEEDBACK, AND HOW DO WE ACT ON IT?
Feedback is a two-way street. Employees want to know their voices are heard – and that their input makes a difference.
“By asking these questions and taking deliberate steps, you can create an environment where employees thrive – and where the impact extends far beyond your organization.”
Take Action: Highlight personal growth stories during staff meetings to inspire others. Offer tuition reimbursement or mentorship programs to support professional development.
Take Action: Start small. Implement a monthly “pulse check” survey and share results with the team. Outline specific steps you’re taking based on their feedback. I like to map this out where employees can see what we have done with their feedback.
FINAL THOUGHT: CULTURE BY DESIGN, NOT DEFAULT
Culture is more than a mission statement on a wall. As an imaging leader, your actions shape the culture every single day.
By asking these questions and taking deliberate steps, you can create an environment where employees thrive – and where the impact extends far beyond your organization. •
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.
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PROMPT ENGINEERING THE ART OF CONVERSATION WITH AI
PACS/IT/AI
BY MARK WATTS
We’ve all had those awkward conversations. The ones where you’re not sure what to say, or the other person seems completely lost. Now, imagine having that same frustrating experience with an AI.
That’s where prompt engineering comes in. It’s the art of crafting effective prompts that guide AI models to produce the results you need. But more than just technical skill, it’s remarkably like having a good conversation. Let’s break it down using the acronym PROMPT.
P – Preparation: Just like you wouldn’t walk into a job interview without doing your research, you shouldn’t approach an AI without preparing your prompt. This means understanding the model’s capabilities and limitations, and having a clear idea of what you want to achieve. Why it’s like conversation: Before a serious conversation, you often think about the topic, the other person’s perspective, and your desired outcome. With AI, you’re preparing your “talking points.”
R – Respond to Data Feedback: AI models, like humans, learn from feedback. If your initial prompt doesn’t yield the desired results, analyze the output and adjust your approach. This iterative process is crucial for refining your prompt. Why it’s like conversation: In a good conversation, you’re constantly monitoring the other person’s reactions
and adjusting your communication style accordingly. You’re reading the room, or in this case, the data.
O – Orient to Situation Purpose for Chat? (Information or Humanity): Are you seeking factual information, or do you want the AI to generate creative content that resonates emotionally? Understanding your purpose will dictate the tone and style of your prompt. Information example: “Explain the process of photosynthesis.” Humanity example: “Write a short story about a lonely robot finding friendship.” Why it’s like conversation: Some conversations are purely informational, while others are about connecting on a human level. The same applies to interacting with AI.
M – Magical, Delight the Other Person be witty/laugh: Don’t be afraid to add a touch of personality to your prompts. Inject humor, creativity, and even a bit of whimsy to make the interaction more engaging. Why it’s like conversation: A witty remark or a lighthearted joke can make a conversation more enjoyable. The same can be true for AI interactions.
P – Pontificate, Listen, Analyze and Respond: A good conversation involves active listening and thoughtful responses. Similarly, prompt engineering requires you to analyze the AI’s output and refine your prompts based on its responses. Key techniques include Direct Prompting (Zero-shot): Like asking
a general question in a conversation. Prompting with Examples (Few-shot, One-shot, Multi-shot): Showing examples is like providing context or telling a relevant anecdote. Chain-of-Thought prompting (CoT): Breaking down complex problems is like explaining a concept step-by-step. Generated Knowledge Prompting: Providing background information. Much like bringing up a specific topic with someone who has less background on the subject. Why it’s like conversation: You don’t just talk at someone; you engage in a dialogue. Prompt engineering is a dialogue with AI.
T
– Tenderness: Find a way to establish trust and treat the other person or people with compassion: Even though you’re interacting with an AI, approaching it with a sense of respect and understanding can lead to better results. This means being clear, concise, and considerate in your prompts. Why it’s like conversation: Building trust and showing compassion are essential for meaningful human interaction. And while AI doesn’t have feelings, a well-crafted prompt can still foster a more productive and positive interaction.
WHY PROMPT ENGINEERING MATTERS:
• Improved Accuracy: Just like clear communication leads to better understanding, well-crafted prompts lead to more accurate AI outputs.
• Enhanced Creativity: By providing the right prompts, you can unlock the AI’s creative potential, generating unique and engaging content.
• Increased Efficiency: Effective prompts save time and effort by guiding the AI towards the desired outcome more quickly. Prompt engineering is more than just a technical skill; it’s a form of communication. By understanding the principles of good conversation, you can master the art of prompt engineering and unlock the full potential of AI. So, next time you interact with an AI, remember to PROMPT: Prepare, Respond, Orient, be Magical, Pontificate, and be Tender. You might just find yourself having a surprisingly engaging conversation. •
Mark Watts is an experienced imaging professional who founded an AI company called Zenlike.ai.
This month’s article was sponsored by Marketlab, Inc. For more information on this company, visit marketlab.com.
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EMOTIONAL INTELLIGENCE
BY DANIEL BOBINSKI
DTRAINING DONE RIGHT A PATH TO PROFITABILITY
oes your organization consider training to be an expense? Maybe training is seen as a necessary evil that pulls people away from getting real work done. If so, you’re not alone. But if this is the case, your company may be missing out on a powerful profit center.
Let me be clear. If an organization simply goes through the motions in order to check the training box, it’s absolutely true training can be an expensive waste of time. However, when training has a specific purpose and is conducted well, it can be a remarkable way to improve your bottom line. The key that makes the difference? Training must address specific issues and be done right.
Let me share a story to illustrate this. Several years ago, I was hired by a large manufacturing company where, for years, leadership had dismissed training as unimportant. Their philosophy was essentially “sink or swim.” They would throw new employees into the job and replace those who couldn’t figure things out fast enough for the manager’s liking.
After the company had a change in senior leadership, they initially gave minimal attention to training. After all, production numbers looked good on paper, so why fix what isn’t broken?
Then came the wake-up call. The newly hired HR director conducted an analysis and discovered something alarming. Several costly accidents had occurred over the previous year, each costing hundreds of thousands of dollars. One accident cost the company in excess of half a million dollars. The glaring truth? Each accident was directly attributed to inadequate training.
Suddenly, training became a top priority.
When I was called in to serve as a workplace learning strategist, my first step was to conduct a thorough analysis of existing training. Think of when you visit a doctor. No clear-thinking doctor prescribes any treatment without first
conducting a proper diagnosis.
During that time, I discovered that beyond the expensive accidents, poor training was also the reason for excessive turnover as well as the reason there was so much overtime. I also learned that the “training-is-a-waste-of-time” mindset had infected the entire organizational culture.
After my analysis, I requested a meeting with all the managers to review training fundamentals and secure their buy-in. The new senior executives started the meeting by openly acknowledging the past training problems. They then pledged full support to invest in good training and that purposeful training was now a priority.
The managers needed to hear that. It was a crucial commitment from the top that signaled a cultural shift the company needed.
During this process, we discovered a middle manager with a genuine passion for training. Leadership appointed him as the internal champion for the initiative. That was another critical factor in their success. Any employee who understands both the organization’s operations and the importance of proper training can be a powerful force helping the organization achieve its mission. The company created a new position for this training champion.
Working together, this person and I built a comprehensive training system from the ground up. We analyzed jobs and created detailed duty-and-task lists. We implemented a skills validation system. We identified subject matter experts in each department who had teaching aptitude and trained them in proper instructional techniques.
We also developed online learning modules that standardized fundamental knowledge for basic positions. Those modules ensured everyone got trained the same way, plus they saved subject matter experts a lot of time.
Here’s the remarkable thing. The skills validation system and improved training techniques reduced training time by over 20 percent in most positions. In some positions, train-
ing time was cut by 50 percent.
The online learning modules eliminated hundreds of man-hours previously spent teaching basic knowledge. At the same time, those modules gave trainees a better understanding of how their work contributed to the company’s broader mission.
The ripple effects of this effort were both substantial and measurable. There were fewer mistakes, reduced waste, fewer accidents, shorter training periods, increased employee proficiency, better retention and, yes, higher profits.
It seems unbelievable, but the company realized a financial return on their training investment in less than 12 months. What had been viewed as a cost center turned into a profit center. Plus, the managers loved it because employees who went through the new training achieved higher proficiency levels than their predecessors.
THE BENEFITS OF AN ANNUAL CHECKUP
Even if your organization’s training programs are adequate, I recommend an annual checkup to prevent gradual deterioration. Here’s a diagnostic checklist to consider:
• Do executives genuinely value training and communicate that value?
• Do front-line supervisors and managers reinforce the importance of training?
• Do those assigned to conduct on-the-job training approach it with enthusiasm and commitment?
• Have your trainers been taught effective instructional techniques?
• Are duties and tasks clearly defined for each position?
• Do you have systems for tracking training completion and prompting those who fall behind?
• Does training connect to measurable performance outcomes?
I also strongly advocate leveraging well-designed online learning to augment traditional training approaches. When properly developed, online training can standardize fundamental knowledge and save considerable time. The qualifier “properly developed” is crucial here. Online learning works best when it’s highly interactive, engaging, and directly applicable to job responsibilities.
In other words, stay away from cheaply produced online learning. Generic, passive content masquerading as training delivers minimal value and is typically a waste of time and money.
Training is not something to take lightly. In today’s fast-changing business environment, learning must keep pace. This isn’t optional. Organizations that learn faster than their competition have people who adapt more quickly to market changes. They also retain top talent better and outperform competitors.
Botton line, when training is conducted well, managed well, and supported throughout the organization, it becomes one of your most powerful competitive advantages and profit generators. The key question isn’t whether you can afford proper training, it’s whether you can afford to go without it. •
Daniel Bobinski, Th.D. is the author of the best-selling book “Creating Passion-Driven Teams” and the owner of Workplace Excellence. Also a certified behavioral analyst, Daniel consults and conducts training on workplace effectiveness and leadership development. He can be reached at danielbobinski@protonmail.com or eqfactor.net.
THE POWER OF THE LONE VOICE
WHY GREAT LEADERS WELCOME DISSENT
Think about the last time you sat in a meeting and someone spoke up with a viewpoint that was completely different from everyone else’s.
What happened next? Did people pause and consider it? Or did the room subtly (or not so subtly) dismiss them?
Most leaders pride themselves on fostering collaboration, but too often, we unintentionally silence the lone voice – the one person who challenges the status quo.
And yet, history and research tell us that these voices are often the key to breakthroughs, innovation, and avoiding costly blind spots.
WHY THE LONE VOICE MATTERS
Imagine walking into a meeting where everyone nods in agreement without question. Sounds smooth, right?
But here’s the problem: groupthink kills innovation. Studies show that teams with diverse perspectives make better decisions up to 87% of the time. The lone voice is often the catalyst for that diversity of thought.
We’re naturally wired to resist opposing views. It’s uncomfortable, even frustrating, to hear an idea that contradicts our own.
But growth doesn’t happen in an echo chamber.
The most successful leaders aren’t the ones who have all the answers – they’re the ones who create space for new answers to emerge.
PRACTICAL
BY NICOLE DHANRAJ
STRATEGIES FOR EMBRACING THE LONE VOICE
So how do we go from avoiding dissent to welcoming it?
Here are some strategies that go beyond the typical ‘be open-minded’ advice:
1.
Make It Safe to Disagree
Many employees hold back their true thoughts because they fear backlash, being labeled ‘difficult,’ or simply being ignored. It’s on you as a manager to show that dissent is not only allowed but valued.
Try this:
• Actively ask for opposing viewpoints: “What’s an argument against this idea?”
• Publicly appreciate diverse input: “I love that you brought that up. It challenges us to think deeper.”
• Implement anonymous suggestion channels if people seem hesitant to speak up in meetings.
2. Reframe
Disagreement as Contribution, Not Conflict
One major reason people shut down dissent is because they see it as a personal attack. Instead, shift the perspective: disagreement is contribution, not conflict. You can model this by: Responding with curiosity, not defensiveness: “That’s interesting – what led you to that conclusion?”
Using neutral language: Instead of saying “I disagree,” try “Let’s explore that idea further.”
Emphasizing shared goals: “At the end of the day, we’re
DEI
INSIGHTS
all trying to make the best decision for the team. Let’s work through this together.”
3. Play Devil’s Advocate – Even When You Agree
A great way to normalize diverse thinking is to intentionally challenge consensus, even when you personally agree with the majority. When everyone is on board with an idea, throw in a curveball:
• “What’s the worst-case scenario if we move forward with this?”
• “If this idea failed, what would be the most likely reason?”
• “If we were our competitor, how would we attack this plan?”
By showing that questioning is a normal part of decision-making, you create a culture where dissenting voices don’t feel singled out.
4. Assign a ‘Contrarian Role’ in Meetings
If your team struggles with groupthink, designate someone to challenge the dominant perspective in each meeting. Rotate the role so everyone gets comfortable pushing back. Their job isn’t to be difficult – it’s to force deeper thinking. You’ll be surprised at how often this uncovers blind spots!
5. Follow Up with the Lone Voice
Sometimes, the lone voice isn’t wrong – they’re just early. If someone brings up a point that isn’t widely accepted at
the moment, check in later.
• “I’ve been thinking more about what you said in the meeting. Can you expand on that?”
• “Your idea stuck with me – how do you think we could test it on a small scale?”
This shows that their input is truly valued, even if it doesn’t immediately change the decision.
BUILDING A CULTURE OF PSYCHOLOGICAL SAFETY
Great leaders don’t just tolerate differing opinions – they seek them out.
By making space for the lone voice, you’re not just fostering better decision-making; you’re building trust, encouraging deeper thinking, and creating a workplace where people feel genuinely heard.
So, the next time you’re faced with a perspective that goes against the grain, pause.
Lean in. Listen.
You just might find that the lone voice in the room is exactly what your team needs to hear. •
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.
IMAGING EQUIPMENT.
MEDICINE FOR THE SOUL RESEARCH REVEALS HOW CHILDHOOD ADVERSITY SHAPES BRAIN & BEHAVIOR
Early-life adversity affects more than half of the world’s children and is a significant risk factor for cognitive and mental health problems later in life. In an extensive and up-to-the-minute review of research in this domain, scholars from the University of California, Irvine illuminate the profound impacts of these adverse childhood experiences on brain development and introduce new paths for understanding and tackling them.
Their study, published in Neuron, examines the mechanisms behind the long-term consequences of childhood stress (adversity). Despite extensive research spanning over seven decades, the authors point out that significant questions remain unanswered. For example, how do adults – from parents to researchers – fully comprehend what is perceived as stressful by an infant or child? Such conceptual queries, as well as the use of cutting-edge research tools, can provide a road map, guiding experts toward developing innovative methods and providing solutions to this pressing mental health issue.
“Our research suggests that the unpredictability of a child’s early environment may be just as important as more traditionally recognized forms of adversity, such as abuse or neglect,” said lead author Dr. Tallie Z. Baram, Donald Bren Professor of Pediatrics and one of the world’s leading researchers in this field. “Our review has important implications for how we approach early intervention and prevention strategies.”
She and co-author Matthew Birnie, a UC Irvine postdoctoral scholar, identify several key areas for further investigation:
• What does the developing brain perceive as stressful?
• Which aspects of stress most significantly influence brain maturation?
• Which developmental ages are most vulnerable to adversity?
• What are the molecular mediators of stress effects on the brain?
• How can transient stressful experiences lead to enduring dysfunction?
One notable discovery is a novel form of early-life stress: unpredictable sensory inputs from caregivers and the environment. This factor plays a substantial role in adverse neurodevelopmental outcomes, even after controlling for well-known adverse childhood experiences, which are collectively referred to as ACEs.
The review highlights the limitations of current ACE scoring systems in accurately predicting individual outcomes and underscores the complexity of early-life stress. Emerging factors, such as societal and anthropogenic characteristics like inequality and
pollution, are gaining recognition as potential contributors. Animal models have been instrumental in unraveling the mechanisms underlying brain development effects. Research has revealed that different types of stress can yield distinct outcomes, influenced by the nature and timing of stress, as well as species, strain and sex variations.
At the molecular level, early-life stress can substantially alter neuronal gene expression through epigenetic mechanisms. These changes may lead to long-term modifications in how the brain responds to subsequent experiences. At the circuit level, early stress can disrupt the maturation of brain networks by interfering with crucial developmental processes, including neuronal oscillations and synaptic pruning.
“We’re gradually comprehending how early-life stress can ‘reprogram’ the brain at multiple levels, from individual molecules to entire neural circuits. This knowledge presents new avenues for targeted interventions,” Baram said.
The review also identifies key molecular mediators of early-life stress effects, including glucocorticoids and neuropeptides like corticotropin-releasing hormones. Ongoing research is uncovering novel roles for these molecules in specific neural circuits affected by early stress.
In light of these findings, the researchers propose redefining early-life stress as “early-life adversity” to better encompass the diverse experiences that can impact brain development, even those not traditionally perceived as stressful.
“This review emphasizes the need for a more comprehensive understanding of early-life adversity,” Baram said. “By focusing on how the developing brain processes and responds to these experiences, we can develop more effective strategies to prevent and mitigate their long-term effects.”
The researchers suggest increased funding for and attention to this critical area of study, highlighting its potential to enhance mental health outcomes and reduce the societal burden of early-life adversity.
Baram is also the Danette Shepard Chair in Neurological Studies and director of UC Irvine’s Conte Center, which is supported by a Silvio O. Conte Center grant from the National Institute of Mental Health. Conte Center grants are bestowed on the most promising multidisciplinary and often cross-species approaches to improving the diagnosis and treatment of mental health issues.
National Institutes of Health awards P50MH096889 and RO1 MH132680 as well as the Hewitt Foundation for Biomedical Research supported the work. •
For more information, visit this link to study: cell.com/ neuron/fulltext/S0896-6273%2825%2900134-5
ICE Break
“It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago but will soon be out of date.”
The Imaging Conference and Expo, for example
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RECORD ATTENDANCE FOR MRI SAFETY WEBINAR
STAFF REPORT
Th e recent ICE webinar “Beyond the Magnet: Building a Strong MRI Safety Culture with Radiology Leadership and Team Support” by Randy Parker, RT(MR) MRSO MRSC, lead MR Safety Officer at Corewell Health, delivered knowledge to attendees.
Parker’s MRSO certification was obtained through ABMRS in 2019. In his role as lead MR Safety Officer at Corewell Health, he is responsible for implementation and oversight of safety practices and education for 17 MRI locations ranging from mobile outpatient sites to Level 1 trauma hospitals, including 1 intraoperative MRI suite. His team is also responsible for the clearance of complex medical implants and devices for safe MR imaging, including coordination of coverage with different vendors and physicians. He also serves on the International Advisory Panel for CAIRE Reporting.
During the webinar, Parker guided the discussion to help attendees:
• Identify key components to align with best practices to provide MRI safely.
• Understand the significance of collaboration in problem-solving and the impact of effective communication on maintaining a safe environment.
• Highlight various ways in which radiology leadership plays an important role in creating and harboring a culture of MRI safety.
• Understand the importance of reporting adverse events.
• Develop checks and balances to promote adherence to and standardization of safe practices in the MRI department.
Parker also took questions from attendees during a Q&A session.
The webinar set a new attendance record for 2025 and boasts the second most attendees ever with 198. A recording of the session is available for on-demand viewing at ICEwebinars.live.
Jeff Kennelly won an ICE gym bag during the webinar. Attendees were asked, “Excluding CE credits, why do you attend ICE webinars?”
“I participate in these webinars for my professional development and to present new aspects related to their professional activity to students/master’s students,” said Calin Corciova, associate professor, medical bioengineering faculty, Romania.
“For the learning opportunities and keeping up to date with MRI safety issues,” said Lisa Johnsen, MRI technologist, XRANM.
“To stay current with relevant trends in biomedical technology, and gain knowledge from the key players in the industry,” said Larry Thompson, BMET II, UAB-Kirklin Clinic.
“To hear what best practices are out there, stay engaged, continuous improvement,” said Andrea Smith, imaging director, Riverside Regional Medical Center. •
For more information, including a list of upcoming webinars, visit ICEwebinars.live.
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