CommonSpirit Health Mountain Region

Gerard Frunzi

Gerard Frunzi has over 15 years of experience in healthcare technology operations, with the last decade focused on advancing telehealth. Now leading telehealth for CommonSpirit’s Mountain region, he bridges strategy and technology to expand pediatric subspecialty access in rural areas. He is driven by a passion for people, problem-solving and improving patient care through innovation.

In this interview, Frunzi focuses on integrated and practical virtual care, built around the real needs of patients, clinicians and system partners.

Key Issue in Virtual Care: Reaching the Unconnected

One of the most persistent challenges in telehealth remains bridging healthcare disparities. People living in rural communities often lack reliable internet access. These regions are underserved regarding broadband and telehealth alone does not fix that. If someone can’t get online or doesn’t have the right technology at home, the service might as well not exist for them.

There are creative workarounds. Public libraries, for instance, can serve as access points for telehealth visits. Programs can be designed with these realities in mind and workflows can adapt to meet people where they are. But it’s still far from simple.

We also have a responsibility to design systems that reduce other barriers. Language access and cultural alignment matter, as does convenience for patients who face challenges like limited transportation options or jobs that don’t allow much time off.

“I see a clear opportunity for techdriven care models that improve health outcomes while unlocking new paths for growth and scale in healthcare. The intersection of digital innovation and clinical care is not just the future; it is happening now and those who embrace it will help define what comes next.”

We can and must design programs that expand access as much as possible, but we must acknowledge that significant gaps remain.

Another challenge is the regulatory environment. Medicare’s coverage for telehealth to the home currently relies on temporary extensions. That uncertainty makes it difficult for organizations to commit to strategic, long-term investments when coverage could disappear with little notice.

There is broad support for telehealth across the industry and within government. Still, as long as the policy framework remains temporary, that support comes with risk. To build telehealth into the fabric of care, we need stable, predictable policies that give providers the confidence to plan for the future.

Virtual Care Trends: Remote Therapeutics Take Lead

AI is set to reshape every part of our industry. Virtual care, including telehealth, stands alongside it as one of the most profound shifts in healthcare delivery. While investment will continue in inpatient and in-person outpatient care, there will always be a digital thread connecting back to virtual care. Every aspect of care outside the hospital relies on that link.

Although telehealth still occupies a smaller share of the market, its long-term potential is undeniable. For startups chasing billion-dollar valuations, in-person care may seem more attractive today. But that should not overshadow the growing value of virtual care.

One area I believe will expand significantly is Remote Therapeutic Monitoring (RTM). Medicare added new billing codes to support RTM services just last year. The idea is simple: use technology to deliver ongoing care remotely. Companies with evidence-based, outcomes-driven solutions have a clear path to reimbursement.

RTM’s efficiency is what excites me most. It extends provider reach, engaging more patients without constant direct involvement. Many innovative RTM tools will likely emerge, often from outside traditional health systems.

Digital innovation and clinical care are already converging. Those who act now will shape the future—improving outcomes while unlocking new avenues for growth.

Telehealth in Practice: Focused Growth, Real Integration

We’ve entered a new normal. During the pandemic, telehealth surged and became the primary mode of care delivery for many organizations. While usage has since leveled off, it remains significantly higher than pre-COVID levels and that shift is here to stay.

Telehealth may no longer account for 90 percent of clinical encounters, but the return to grassroots efforts is encouraging. Teams are asking where telehealth makes clinical sense, working to secure physician buy-in and partnering closely with IT to embed it meaningfully into care delivery. That’s where the real, sustainable change happens.

Many telehealth programs are in a maintenance phase, refining workflows and expanding strategic use cases. What strikes me is seeing organizations that once resisted virtual care now embracing it as a permanent, integral part of their healthcare offerings. They’re creating dedicated roles, designing solutions around telehealth and making it a core component of how they serve patients.

I hear from peers often, reaching out to discuss program structures, lessons learned and strategies that drive impact. Watching the field settle into the understanding that telehealth is not a temporary fix but a lasting feature of healthcare is advantageous. It reflects how far we’ve come and how much opportunity still lies ahead.

Future of Virtual Care: Integration, Access and Collaboration I see a future where our tools are far more integrable and interoperable than ever before. Historically, connecting systems wasn’t a priority. Integrating platforms or organizations took significant effort, creating barriers that limited collaboration.

In the next five years, I expect greater system integration, stronger strategic partnerships and expanded public health offerings that local providers can easily connect to. These changes will enable organizations to work together more effectively, creating a healthcare ecosystem that better serves patients and providers.

Limitations will remain. Privacy laws and regulations are vital safeguards and will continue to shape what’s possible. Even so, integration will become more seamless. Imagine a patient seeing a specialist and that provider effortlessly coordinating with other care team members, even across organizations.

This collaboration will extend to telehealth, creating a more connected and efficient care experience. Ultimately, integration is about breaking down silos to deliver the coordinated, patient-centered care we all aim for.

Advice for Innovators: Focus on People and then Build the Tech

Start with service. Leadership begins with knowing who your customers are and focusing on how best to serve them. In healthcare, customers go beyond patients. They include clinicians delivering care, support staff managing workflows and community health workers connecting care to people’s lives.

IT partners are customers too. Supporting them requires early communication, collaborative planning and ensuring they have what they need to keep systems running. Success depends on working across these groups with a mindset of resource stewardship and clear prioritization.

Every project should be a shared effort. Keep processes efficient, secure clinician buy-in and deliver practical solutions that integrate smoothly into daily work. When service guides each decision, the impact becomes measurable and significant.