Leadership and Project Management for AI-Enabled Metabolic Care

Authors

  • Farah Farahati, Ph.D. Author

Keywords:

artificial intelligence, project governance, technology adoption, value-based care, metabolic care

Abstract

Healthcare leaders are under pressure to adopt artificial intelligence (AI) while protecting patients, controlling costs, and demonstrating measurable value. This paper develops a leadership and project-management framework for evaluating and scaling AI-enabled metabolic care, using Twin Health as a bounded case study rather than a presumed market winner. The analysis establishes the national metabolic burden, compares technology-enabled programs that may complement or reduce reliance on GLP-1 therapy, and applies transparent selection criteria to the focal case. It then organizes adoption around five governance gates: clinical value and safety; economic value; equity and access; data and AI governance; and change leadership and accountability. The paper does not report a national savings forecast or net ROI because the population, adoption, intervention-cost, implementation-cost, effect-persistence, and population-overlap assumptions required for a reproducible estimate must be established within the adopting organization. Instead, it provides a transparent measurement architecture for payer- or employer-specific pilots, including medical and productivity outcomes. The principal contribution is managerial: executive sponsorship, cross-functional governance, stage gates, performance measures, and stop-or-scale decisions for translating promising AI evidence into safe, equitable, and accountable value.

Author Biography

  • Farah Farahati, Ph.D.

    Farah Farahati, Ph.D., is a Principal Health Economist and Founder of Global Wellness Advisors LLC, a health economics consulting firm specializing in health economics and outcomes research (HEOR), real-world evidence (RWE), medical economics, value-based care, reimbursement strategy, and policy evaluation. With more than 20 years of experience across the U.S. and Canadian healthcare systems, she has held leadership roles in government, academia, health plans, life sciences, and consulting, including as Lead Medical Economics Analyst at Medical Mutual, Statistical/Methods Editor at Health Affairs, Director of Health Economics at Fresenius Medical Care, and Lead Economist at the Canadian Agency for Drugs and Technologies in Health.

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Published

2026-10-27

Issue

Vol. 1 No. 1 (2026): Proceedings of the 5th Global Symposium on Leadership and Project Management

Section

Full Papers

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Copyright (c) 2026 Farah Farahati, Ph.D. (Author)

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