Sentara Health migrates EHR to cloud, urges realism in digital overhauls
VIRGINIA, UNITED STATES — Sentara Health, a Virginia-based non-profit health system, recently completed a major migration of its electronic health records (EHR) systems to the cloud using Epic Software on Microsoft Azure.
In an interview with HIMSS TV, Jeff Thomas, Senior Vice President and Chief Technology Officer, shared critical insights, emphasizing that such projects require more than just technical upgrades; they demand strategic transformation and strong executive alignment.
Cloud migration is a strategic overhaul, not just a tech move
Thomas stressed that moving EHR systems to the cloud is far more than a simple relocation of data. He stressed the importance of rethinking architecture, workflows, and operational strategies to fully leverage cloud capabilities.
“It’s about engineering, it’s about architecture, it’s about getting the right places and the right pieces in place to be successful, and then understanding what it is to operate once there,” he said, shedding light on the fact that success relies on preparation rather than execution.
There is also a need for cultural change, as cloud environments function differently from on-premises data centers.
Thomas cautioned organizations that the lack of acknowledgment of this transition risk could lead to inefficiencies or even project failure. “It is a fundamental difference in the way you run currently in your data center,” he noted, reinforcing that the process is as crucial as the outcome.
Buy-in demands transparency and realistic goals
Securing executive support for large-scale tech projects requires clear communication and managed expectations, Thomas explained.
He cautioned against the allure of “bright, shiny objects,” flashy technology solutions that promise quick fixes but often lack foundational support. He stresses that being realistic in terms of expectations of cost, effort, and outcomes is important.
Without honest discussions, projects can stall due to misaligned priorities or underfunded groundwork. Thomas emphasized trusted discussions with leadership to avoid overselling vendor promises.
“Often we want the bright, shiny object without doing all the foundational work to get there, and so we need to talk to our senior leaders and be clear about those things that have to be done and the impacts,” he said, urging organizations to have elaborate discussions on innovation and to balance innovation with practicality, especially in the field of healthcare.
