????瑪麗?喬?戈?duì)柭鞘ヂ芬姿沟囊幻t(yī)生，不過如果讓她去硅谷的初創(chuàng)軟件公司工作，也一點(diǎn)兒沒問題。今年53歲的戈?duì)柭呀?jīng)成功創(chuàng)建了三家公司，包括最新開張的高級(jí)ICU護(hù)理公司（Advanced ICU Care）。借助科技手段，該公司可以對全美范圍內(nèi)重癥監(jiān)護(hù)病房（ICU）中的患者進(jìn)行遠(yuǎn)程診斷和監(jiān)控。這項(xiàng)開創(chuàng)性的服務(wù)正在悄然改變醫(yī)院治療重癥患者的模式。

????戈?duì)柭?989年在圣路易斯成立了Critical Services公司，從此開始了她的商業(yè)生涯。這家公司由一群重癥監(jiān)護(hù)醫(yī)生組成。她親眼看到許多重癥監(jiān)護(hù)病房面臨的問題：病房里躺滿了年邁的患者，醫(yī)療專家的數(shù)量卻嚴(yán)重不足（他們更愿意去學(xué)術(shù)醫(yī)療中心工作），導(dǎo)致醫(yī)院難以提供一流的看護(hù)服務(wù)。

????戈?duì)柭庾R(shí)到，科技可以幫助中端醫(yī)院解決重癥監(jiān)護(hù)病房人手不足的問題。遠(yuǎn)程醫(yī)療在放射科和治療中風(fēng)方面已經(jīng)很常見，為什么不把它用于急救護(hù)理呢？2004年，戈?duì)柭谑ヂ芬姿菇⒘烁呒?jí)ICU公司。這是美國第一家遠(yuǎn)程提供重癥監(jiān)護(hù)服務(wù)的公司，由重癥監(jiān)護(hù)醫(yī)師為病人提供全天候24小時(shí)的看護(hù)。由于工作時(shí)間固定，工作地點(diǎn)位于地鐵站附近，而且具備頂尖的監(jiān)控設(shè)備，她的公司吸引了30多名醫(yī)生加入。他們借助特殊軟件來看護(hù)“客戶”醫(yī)院里的病人，可以探測患者生命特征，跟蹤實(shí)驗(yàn)結(jié)果，分析病情變化。

????戈?duì)柭墓竞芸熠A得社區(qū)醫(yī)院中的粉絲，比如北卡羅萊納州海波因特地區(qū)醫(yī)療系統(tǒng)。海波因特是座中型城市，位于格林斯博羅西南方約20英里。采用高級(jí)ICU公司的服務(wù)前，為了滿足重癥監(jiān)護(hù)病房的需要，他們的醫(yī)療團(tuán)隊(duì)需要從外地招募臨時(shí)醫(yī)生，但是這樣做的成本非常高。格雷格?泰勒是海波因特醫(yī)療系統(tǒng)的首席運(yùn)營官，本人也是一名醫(yī)生。據(jù)他估算，自從海波因特采用高級(jí)ICU公司的服務(wù)以來，已經(jīng)省下了“大約300萬至400萬美元”。（高級(jí)ICU公司按患者數(shù)量向醫(yī)院收費(fèi)）。遠(yuǎn)程報(bào)告文檔也讓他非常放心。他說：“通過電子系統(tǒng)，他們能夠發(fā)現(xiàn)早期的危險(xiǎn)跡象，已經(jīng)挽救了數(shù)十名患者的生命?！?/p>

????戈?duì)柭f，即使是那些能請來當(dāng)?shù)刂匕Y看護(hù)專家的醫(yī)療中心，高級(jí)ICU公司也能使他們獲益。保險(xiǎn)公司想要減少重病看護(hù)的賠償金，這給了醫(yī)院削減開支的壓力。戈?duì)柭烙?jì)她的公司可以幫助醫(yī)院節(jié)省每位病人2,000至3,000美元的成本。（她拒絕透露高級(jí)ICU公司的財(cái)務(wù)信息，只表示從2006年開始運(yùn)營起到現(xiàn)在，公司收入已經(jīng)增長了55%。）

????戈?duì)柭母改阜謩e是土木工程師和護(hù)士。作為家中長女，她兼有父母所從事領(lǐng)域的性格：對待病人的理性態(tài)度【她1984年畢業(yè)于南伊利諾伊大學(xué)醫(yī)學(xué)院（Southern Illinois University School of Medicine），并擁有超過20年的從醫(yī)經(jīng)驗(yàn)】和企業(yè)家的勇氣。擔(dān)任高級(jí)ICU公司首席執(zhí)行官的戈?duì)柭f：“這是我一手開創(chuàng)的事業(yè)，我希望看到它結(jié)出碩果。只要我的董事會(huì)還支持我，我就會(huì)一直做下去?！比绻虑橛凶兡兀磕撬惨欢梢栽诠韫日业叫碌牧⒆阒?。（財(cái)富中文網(wǎng)）

????譯者：嚴(yán)匡正

????Mary Jo Gorman is a medical doctor in St. Louis, but she would fit right in at a software startup in Silicon Valley. ?Gorman, 53, has successfully launched three companies; her latest venture, Advanced ICU Care, uses technology to remotely diagnose and monitor patients in intensive care units around the country -- a groundbreaking service that is changing the way hospitals treat their most critically ill patients.

????Gorman got her start in business in 1989, founding Critical Services, a St. Louis group of intensivists, physicians who deal with cases in the ICU. She saw firsthand the problems many ICUs face: An aging population is filling up the beds, but a shortage of specialists (who tend to gravitate to academic medical centers) makes it hard for hospitals to provide top-notch care.

????Gorman figured technology could help middle-market hospitals supplement their ICU staffs. So-called telemedicine was already commonplace in radiology and the remote treatment of stroke patients -- why not apply it to critical care? In 2004, Gorman launched Advanced ICU, the nation's first "tele-ICU" company, offering around-the-clock monitoring by intensivists based in St. Louis. More than 30 physicians, lured by a job with defined hours in a desirable metro area, work in a state-of-the-art monitoring center, keeping tabs on patients at "client" hospitals with special software that watches patients' vital signs, tracks lab results, and analyzes changes.

????The company quickly gained a following among community hospitals such as High Point Regional Health System in High Point, N.C., a midsize city approximately 20 miles southwest of Greensboro. Before the health group hired Advanced ICU, it had been necessary to bring in temporary doctors from out of town to staff its ICU -- at great expense. Greg Taylor, chief operating ?officer of the High Point system and a physician, estimates that Advanced ICU has saved him a sum totaling "in the $3 million to $4 million range" since High Point started using the service. (Advanced ICU charges hospitals a per patient fee.) The remote docs also provide him with peace of mind. "They're seeing early warning signs electronically that have saved dozens of patients' lives," he says.

????Even medical centers with access to local ICU specialists can benefit from Advanced ICU, Gorman says. Insurance companies are moving to reduce reimbursements for intensive care, putting pressure on hospitals to cut spending. She estimates that her company can save hospitals $2,000 to $3,000 per ICU patient. (She declines to disclose financial information about Advanced ICU except to say that annual revenue is up 55% from 2006, its first full year of operation.)

????The eldest daughter of a nurse and a civil engineer, ?Gorman has a foot in two worlds: She has the rational bedside manner of a physician (she graduated from Southern Illinois University School of Medicine in 1984 and practiced for more than 20 years) and the nerviness of an entrepreneur. "This is a project I started and want to see to its fruition," says Gorman, who is CEO of Advanced ICU. "As long as my board will have me, I will keep running the company." And if things change? Well, she could probably find a home in Silicon Valley.