Moffitt’s Lindsay-Wood Says Enterprise Imaging Consolidation Started With One Problem That Wouldn’t Scale

Moffitt Cancer Center, one of only 51 NCI‑designated comprehensive cancer centers, faced a fragmented radiology environment with separate systems for breast imaging and core PACS. A scaling problem at a new ambulatory campus forced leadership to launch a three‑year RFP that selected a single cloud‑based vendor, beginning with breast imaging and eventually migrating the entire radiology department in April. The cloud solution now supports massive image datasets for both clinical care and research, positioning Moffitt to leverage AI tools and streamline data access across its fast‑growing network.

Governance at Moffitt evolved around embedded clinical informatics and physician liaisons. Radiology physicians and dedicated informaticists sit within IT teams, while business relationship managers act as first‑touch points for each specialty. This model feeds into an EVP‑level governance structure that reviews strategic priorities, from massive ERP and EMR replacements to emerging AI initiatives. The organization runs a multi‑year roadmap—often labeled “unbudgetable” in early drafts—to align technology investments with its aggressive growth plan, ensuring that high‑impact projects receive the resources they need.

For other health‑system CIOs, the episode highlights clear signals that enterprise imaging consolidation is overdue: multiple vendor footprints, scaling bottlenecks, and user dissatisfaction. Conducting operational assessments and embedding subject‑matter experts help surface these issues early. Moffitt’s fast‑track intake process, bolstered by AI‑driven request triage, demonstrates how to accelerate approvals while maintaining rigorous oversight. Flexible governance, periodic gap analyses, and a willingness to recruit niche expertise are essential to keep imaging initiatives aligned with broader strategic goals and to capitalize on AI‑enabled workflows.