Interview Questions for Ability to develop and implement quality improvement initiatives in epilepsy care

In a previous role, I spearheaded a quality improvement initiative focused on reducing the time between an epilepsy diagnosis and the initiation of appropriate anti-seizure medication (ASM). This delay often leads to increased seizure frequency and impact on patients’ quality of life. Our initiative involved a multi-disciplinary approach, bringing together neurologists, nurses, pharmacists, and administrative staff.

We first mapped the current process, identifying bottlenecks and areas for improvement. We then implemented a standardized protocol for ASM prescription and timely follow-up appointments, utilizing electronic health records to track progress and ensure adherence. This included creating clear guidelines, providing training for all staff, and establishing regular monitoring mechanisms. The result was a significant reduction (approximately 30%) in the median time to ASM initiation, demonstrably improving patient outcomes.

I’m proficient in several quality improvement frameworks, including the Plan-Do-Study-Act (PDSA) cycle, Lean methodology, and Six Sigma. The PDSA cycle is particularly useful for iterative improvements, allowing for testing changes in small cycles and adjusting based on results. For example, we used PDSA to refine our ASM initiation protocol mentioned previously, testing different aspects of the process (e.g., communication methods, appointment scheduling) sequentially.

Lean principles, focused on eliminating waste and streamlining processes, helped us identify unnecessary steps in patient care pathways. We applied value stream mapping to visualize the entire patient journey, pinpointing areas where time and resources were wasted. Six Sigma, with its emphasis on reducing variation and improving process efficiency, assisted in standardizing procedures to ensure consistent, high-quality care.

Measuring success in epilepsy care quality improvement requires a multi-faceted approach using both process and outcome measures. Process measures assess the efficiency and effectiveness of care delivery. Examples include the time to diagnosis, the percentage of patients receiving appropriate ASM, adherence to treatment guidelines, and the timeliness of follow-up appointments.

Outcome measures focus on the impact of care on patients’ lives. These include seizure frequency, severity, and duration; the number of emergency room visits; hospitalizations; and patient-reported quality of life using validated questionnaires. We analyze these measures using statistical methods, comparing pre- and post-intervention data to determine the initiative’s impact. Significant improvements in both process and outcome measures indicate a successful initiative.

Data collection and analysis are critical components of any quality improvement initiative. In my work, I’ve utilized electronic health records (EHRs) extensively to gather data on patient demographics, seizure characteristics, treatment regimens, and outcomes. I’m experienced in extracting and cleaning data, employing statistical software (such as R or SPSS) for analysis. We often use control charts to monitor process performance over time, identify trends, and detect variations from established targets.

Beyond EHRs, we’ve also collected data through patient surveys, caregiver interviews, and chart reviews to obtain a comprehensive understanding of the patient experience and identify areas for improvement. Data visualization techniques, like histograms and scatter plots, are crucial for effectively communicating findings to stakeholders.

We identified a significant problem with medication non-adherence among patients with epilepsy. Many patients were struggling to manage their medication regimens, leading to increased seizure frequency and hospitalizations. To address this, we implemented a comprehensive medication management program that included:

• Individualized medication education and counseling sessions.
• Collaboration with pharmacists to optimize medication regimens and address any side effects promptly.
• Use of medication organizers and reminder systems.
• Regular follow-up appointments to monitor adherence and address any challenges.

The outcomes were remarkable. We saw a significant decrease in medication non-adherence, resulting in a reduction in seizure frequency, fewer emergency room visits, and improved patient-reported quality of life. This program demonstrated the tangible benefits of addressing even seemingly small aspects of epilepsy care.

Stakeholder engagement is paramount to the success of any quality improvement initiative. In epilepsy care, this includes neurologists, nurses, pharmacists, social workers, patients, caregivers, and hospital administrators. We use various strategies to ensure meaningful engagement:

• Regular meetings and communication to keep stakeholders informed and solicit their input.
• Collaborative decision-making processes to build consensus and ownership.
• Feedback mechanisms (surveys, interviews, focus groups) to gather perspectives and address concerns.
• Training and education to equip stakeholders with the knowledge and skills needed to implement changes.
• Celebrating successes to reinforce positive contributions and sustain momentum.

Creating a shared understanding of the problem and establishing a collaborative culture is key to successful stakeholder engagement and long-term improvement.

Several key quality indicators are used to assess epilepsy care. These include:

• Time to seizure control: The time it takes for a patient to achieve seizure freedom or a significant reduction in seizure frequency after initiating treatment.
• Rate of medication adherence: The percentage of patients who consistently take their prescribed medications.
• Rate of serious adverse events: The number of patients experiencing severe side effects from their medications.
• Patient satisfaction: Measured through surveys assessing patients’ experiences with their care.
• Emergency department visits and hospitalizations related to seizures: The frequency of such events, indicating uncontrolled epilepsy.

Prioritizing these indicators depends on the specific context and goals of the quality improvement initiative. For example, if a hospital is experiencing high rates of medication non-adherence, addressing this would be a high priority. A data-driven approach, using baseline data and risk stratification, is crucial for effective prioritization.

Addressing resistance to change when implementing quality improvement initiatives in epilepsy requires a multifaceted approach focused on understanding and addressing the root causes of that resistance. It’s not simply about pushing through; it’s about building buy-in.

• Engage Early and Often: Involve stakeholders – physicians, nurses, technicians, and most importantly, patients and their families – from the planning stages. This ensures their voices are heard and their concerns are addressed proactively. For instance, in implementing a new seizure monitoring protocol, we held several focus groups with nurses to understand their workflow challenges and incorporate their feedback into the design.

• Address Concerns Directly: Openly acknowledge and address concerns about workload increases, perceived loss of autonomy, or lack of training. For example, if a new electronic health record system is causing delays, provide adequate training and technical support.

• Highlight Successes and Celebrate Wins: Regularly communicate the progress made and the positive impact of the changes. Small wins along the way build momentum and demonstrate the value of the initiative. We celebrated hitting key milestones in our telehealth program by holding team meetings and sending out congratulatory emails.

• Provide Education and Training: Ensure adequate training and support are provided to all stakeholders. This is crucial for building confidence and competence in using new tools or processes. For our new seizure classification system, we held multiple training sessions and provided ongoing support via a dedicated help desk.

• Demonstrate Value: Clearly articulate the benefits of the changes for all stakeholders, linking them to improved patient outcomes. For example, showing how a new protocol reduced hospital readmissions or improved seizure control can significantly influence acceptance.

I am very familiar with relevant epilepsy care guidelines and standards, including the International League Against Epilepsy (ILAE) guidelines. My understanding encompasses the ILAE classification of seizures and epilepsies, diagnostic criteria, treatment recommendations, and the latest advancements in surgical and non-surgical management. I regularly review and incorporate these guidelines into our quality improvement initiatives. This ensures we adhere to best practices and provide the highest quality care to our patients. For example, our clinic recently updated its diagnostic protocols based on the latest ILAE consensus statement on the diagnosis of epilepsy, which improved the efficiency and accuracy of our diagnostic process.

Root cause analysis (RCA) is a crucial tool in our quality improvement efforts. I have extensive experience using RCA methodologies, particularly the ‘5 Whys’ technique and fishbone diagrams, to investigate adverse events and near misses in epilepsy care. For example, we used RCA to investigate a case of delayed diagnosis of status epilepticus. Through a structured interview with the involved healthcare professionals and review of patient records, we identified several contributing factors, including inadequate communication between the emergency department and neurology team, leading to a revised communication protocol and enhanced training on recognizing and managing status epilepticus.

• Data Collection: Gather all relevant data surrounding the event.

• Team Investigation: Conduct a multidisciplinary team investigation using a structured methodology.

• Root Cause Identification: Identify the root causes using techniques like the ‘5 Whys’ or fishbone diagrams.

• Action Planning: Develop and implement corrective actions to prevent recurrence.

• Monitoring and Follow-up: Monitor the effectiveness of implemented changes.

Common barriers to quality improvement in epilepsy care include:

• Lack of Resources: Limited staffing, funding, and technological resources can hinder the implementation of new initiatives.

• Variability in Care: Differences in practice patterns among healthcare providers can lead to inconsistencies in care quality.

• Data Silos: Difficulties in accessing and sharing patient data across different healthcare settings can impede comprehensive care management.

• Patient-Related Barriers: Factors such as medication adherence, access to care, and patient education can impact outcomes.

To overcome these barriers, I would implement a multi-pronged strategy:

• Secure Funding: Advocate for increased funding to support quality improvement initiatives.

• Develop Standardized Protocols: Create standardized clinical pathways and protocols to ensure consistency of care.

• Implement Electronic Health Records (EHR): Integrate a robust EHR system to improve data access and sharing.

• Enhance Patient Education: Develop and implement patient education programs to improve medication adherence and self-management skills.

• Foster Collaboration: Facilitate collaboration among healthcare providers through regular meetings, educational sessions, and case reviews.

Patient feedback is paramount. We actively incorporate patient voices through several mechanisms:

• Patient Surveys: Regularly administered surveys assess patient satisfaction with various aspects of their care, including appointment scheduling, communication with providers, and treatment effectiveness. This data is then used to identify areas for improvement.

• Focus Groups: We conduct focus groups to gather in-depth feedback on specific aspects of care. For example, we recently held a focus group to gather feedback on our telehealth program.

• Patient Advisory Boards: Establishing a patient advisory board provides a structured forum for regular feedback and engagement.

• Individual Patient Interviews: During routine clinic visits, we actively solicit patient feedback on their experience and address any concerns immediately.

This feedback is crucial for tailoring our quality improvement efforts to truly meet the needs of our patients and their families. We’ve significantly improved our patient portal functionality based on patient feedback, making it easier to access test results and schedule appointments.

Technology plays a crucial role in improving epilepsy care. I have significant experience leveraging technology, including:

• Electronic Health Records (EHRs): I’m proficient in using EHR systems to improve data management, facilitate communication, and track patient outcomes. Our clinic utilizes a fully integrated EHR system that supports seamless data sharing and reporting capabilities.

• Telehealth: I have implemented and managed telehealth programs for remote patient monitoring and virtual consultations, expanding access to care for patients in remote areas or with mobility challenges. Our telehealth program has significantly reduced missed appointments and improved patient access to specialists.

• Mobile Health (mHealth) Apps: I’m familiar with various mHealth applications for seizure tracking, medication reminders, and patient education. This can empower patients to actively participate in their care.

• Data Analytics: I have experience using data analytics to identify trends, patterns, and areas for improvement in epilepsy care. This includes population health management and predictive modeling.

I have extensive experience in developing and implementing seizure monitoring and management protocols. This includes:

• Developing standardized protocols for various seizure types: This includes guidelines for initial assessment, diagnostic testing, treatment selection, and follow-up care. We’ve developed specific protocols for managing status epilepticus and febrile seizures, resulting in improved outcomes and reduced complications.

• Implementing strategies for enhancing seizure detection and documentation: This includes the use of EEG monitoring, event recorders, and wearable sensors. We’ve integrated wearable seizure detection devices into our patient care, providing real-time data and early intervention opportunities.

• Creating and implementing education programs for patients and caregivers on seizure management: This includes training on recognizing seizure types, first aid response, and medication management. We’ve established a comprehensive patient education program, resulting in better self-management and improved quality of life for our patients.

• Using data to monitor the effectiveness of protocols and make necessary adjustments: We regularly review seizure frequency, hospital admissions, and adverse events to evaluate the effectiveness of our protocols and refine them based on real-world data.

Balancing the needs of patients, providers, and the organization during quality improvement in epilepsy care requires a multi-faceted approach rooted in collaborative leadership and effective communication. It’s like orchestrating a symphony – each section (patients, providers, organization) plays a vital role, and harmony is achieved through careful planning and execution.

• Patient-centricity: We begin by understanding patients’ perspectives through surveys, focus groups, and individual interviews. Their priorities, such as seizure frequency reduction, improved quality of life, and reduced side effects, must be central to any initiative. For instance, if a new telehealth program is implemented, feedback on user-friendliness and accessibility from patients is crucial for success.

• Provider engagement: Physicians, nurses, and other healthcare professionals need to be actively involved in designing and implementing the improvements. This ensures buy-in, addresses workflow concerns, and leverages their expertise. We might use structured feedback sessions or collaborative work groups to ensure their voices are heard and incorporated into the project. For example, involving neurologists in the design of a new seizure monitoring system will ensure it integrates seamlessly into their existing workflows.

• Organizational alignment: Success depends on securing necessary resources, including funding, technology, and staffing. This requires demonstrating the value proposition of the QI initiative to administrative leadership, highlighting improvements in patient outcomes, cost savings, or efficiency gains. A well-defined ROI analysis, showcasing the return on investment for a new epilepsy monitoring unit, is essential for securing organizational support.

• Continuous feedback loops: Regular monitoring and evaluation are critical. We use data to track progress, identify challenges, and adjust strategies as needed. This ensures that the initiative remains aligned with the needs of all stakeholders. For example, regular patient satisfaction surveys will help identify areas for improvement in the delivery of epilepsy care.

Medication adherence is paramount in epilepsy management. Poor adherence leads to increased seizure frequency, reduced quality of life, and higher healthcare costs. It’s a vicious cycle: uncontrolled seizures impact daily life, leading to frustration and a decreased likelihood of taking medication consistently. Conversely, consistent medication use contributes significantly to better seizure control, improved cognitive function, and emotional wellbeing.

The impact on quality of life is profound. Uncontrolled seizures can affect employment, relationships, and overall mental health. This underscores the importance of strategies to improve adherence, such as:

• Simplified medication regimens: Fewer pills, once-daily dosing, and combination therapies can improve adherence.
• Patient education: Clear and comprehensive education about the medication’s purpose, potential side effects, and importance of consistent use is critical.
• Medication reminder systems: Pill organizers, smartphone apps, and family support systems can improve adherence.
• Addressing barriers: Identifying and addressing barriers to adherence, such as cost, side effects, or lack of access to healthcare, is crucial.

Quantifying the impact, we might use measures like seizure frequency, quality of life questionnaires (e.g., QOLIE-31), and medication possession ratios (MPR). Improving adherence translates into better clinical outcomes, reduced hospitalizations, and a better overall quality of life for the patient.

Improving patient education requires a multi-pronged approach that considers learning styles and preferences. We need to move beyond simply handing out brochures and create engaging, accessible resources.

• Tailored education: Information should be tailored to individual patient needs and literacy levels. We should use plain language, avoiding medical jargon. For example, we can use visual aids, such as diagrams and videos, to explain complex concepts.

• Interactive learning: Interactive workshops, online modules, and telehealth platforms provide opportunities for engagement and personalized support. This could involve role-playing scenarios or using virtual reality simulations to enhance understanding.

• Shared decision-making: Encouraging patients to actively participate in their treatment decisions, including medication choices and management strategies, increases adherence and empowerment.

• Supportive resources: Connecting patients with support groups, online communities, and epilepsy specialists improves access to information and peer-to-peer support.

• Technology integration: Leveraging mobile health (mHealth) apps for medication reminders, seizure tracking, and educational resources can improve engagement and adherence.

Measuring the effectiveness of our educational interventions involves tracking key metrics such as patient knowledge scores, seizure frequency, medication adherence rates, and patient satisfaction. Regular feedback from patients is also crucial to refine and improve our educational materials and strategies.

In a previous role, I led a quality improvement initiative focused on streamlining the epilepsy surgery pathway. Our goal was to reduce the time from initial consultation to surgery while maintaining high safety standards. The project involved:

• Process mapping: We mapped the current process to identify bottlenecks and areas for improvement. This involved documenting every step, from initial referral to post-operative follow-up, identifying delays and inefficiencies.

• Data analysis: We analyzed data on wait times, surgical outcomes, and patient satisfaction to identify areas needing improvement. We used control charts to track key metrics over time and assess the impact of the implemented changes.

• Team collaboration: Neurosurgeons, neurologists, nurses, and administrative staff were all involved in developing and implementing solutions. This ensured buy-in and addressed workflow concerns. We used regular meetings and collaborative work sessions to ensure everyone was on board.

• Implementation of changes: We implemented several changes, including streamlining the pre-operative assessment process, optimizing operating room scheduling, and implementing a standardized post-operative care protocol. These were based on evidence-based practices and best-practice guidelines.

• Monitoring and evaluation: We continuously monitored the impact of the changes through data analysis and process monitoring. We also gathered patient feedback to assess satisfaction and identify areas requiring further adjustments.

The initiative resulted in a significant reduction in wait times for epilepsy surgery without compromising safety or outcomes. Patient satisfaction also increased, demonstrating the success of the collaborative and data-driven approach.

Ensuring sustainability requires embedding the quality improvements within the organization’s culture and routine operations. It’s not enough to simply implement changes; we need to build systems and processes that ensure the improvements continue long after the initial project ends.

• Integrating improvements into workflows: The improvements should be integrated into standard operating procedures (SOPs) and electronic health records (EHRs) to ensure consistent application. This means documenting the changes clearly and making them part of routine practice.

• Training and education: Staff must receive adequate training and ongoing education to maintain competency in the new processes. Regular refresher courses, workshops, and online modules are crucial.

• Leadership commitment: Sustained leadership support is crucial. The QI initiative should be championed by senior management and actively promoted within the organization. This ensures ongoing resource allocation and prioritization.

• Data-driven monitoring: Continuous monitoring and evaluation are essential. Regular data collection and analysis allow us to track progress, identify potential problems, and make timely adjustments. This could include dashboards tracking key metrics or regular reports presented to relevant stakeholders.

• Continuous quality improvement culture: Foster a culture of continuous improvement within the organization. This involves encouraging staff to identify and address problems proactively and to embrace innovation and change. This can be done by creating a supportive environment, recognizing and rewarding successes, and providing opportunities for professional development.

Without ongoing attention and integration, even the most well-designed QI initiative will likely fade over time. Sustainability requires a long-term commitment and a proactive approach to maintaining the improvements.

Statistical Process Control (SPC) is a powerful tool for monitoring and improving processes in epilepsy care. It allows us to identify variations and trends in data, enabling proactive interventions before problems escalate. In epilepsy, SPC can be applied to various areas, such as monitoring seizure frequency, medication adherence, and wait times for specialist appointments.

My experience includes using control charts (e.g., Shewhart charts, CUSUM charts) to track key metrics over time. For example, we might track the average seizure frequency per patient per month. By plotting these data points on a control chart, we can identify patterns, detect special cause variation (indicating a need for investigation), and monitor the effectiveness of interventions aimed at reducing seizure frequency. For medication adherence, we might track the medication possession ratio (MPR) to identify patients who are not adhering to their medication regimen.

Beyond control charts, other SPC tools such as Pareto charts (to identify the most frequent causes of problems) and process capability analysis (to assess the ability of a process to meet specified targets) can be beneficial in identifying areas for improvement in epilepsy care. SPC allows us to shift from reacting to problems to preventing them proactively. By systematically monitoring key metrics and applying statistical methods, we can optimize processes and improve patient outcomes.

In one instance, a quality improvement project aimed at reducing emergency department visits for epilepsy-related emergencies faced setbacks. While we had successfully implemented a new telehealth program for remote monitoring, patient engagement remained low. This led to a failure to achieve the intended reduction in ED visits.

The reasons for failure were multifold:

• Inadequate patient education: While we provided initial training, we underestimated the ongoing need for support and education in using the telehealth technology. Many patients found the technology challenging or confusing, leading to disengagement.

• Lack of consistent support: The telehealth team faced unexpected high demand, resulting in delayed response times and limited personalized support for patients struggling with the technology.

• Underestimation of barriers: We didn’t adequately address some patients’ digital literacy challenges or lack of access to reliable internet.

Key lessons learned:

• Thorough needs assessment: Future projects require a more comprehensive needs assessment to identify and address potential barriers to implementation.

• Comprehensive education and support: Ongoing, personalized education and technical support are essential for sustaining patient engagement with new technologies.

• Resource allocation: Adequate staffing and resources are crucial for success and to manage unexpected demand.

• Iterative implementation: A phased rollout with continuous feedback and adaptation allows for adjustments based on real-world experience.

This experience reinforced the importance of understanding patient perspectives, planning for unforeseen challenges, and adapting the strategy as needed throughout the implementation process.

Patient safety and risk management in epilepsy care are paramount. It’s about minimizing the potential for harm and maximizing positive outcomes for individuals with epilepsy. This encompasses a wide range of aspects, from preventing seizures and managing seizure-related emergencies to mitigating the risks associated with medication side effects, sudden unexpected death in epilepsy (SUDEP), and psychosocial challenges.

For example, a robust risk management program would involve implementing protocols for safe medication dispensing and administration, providing thorough patient education on seizure triggers and first aid, and establishing clear pathways for emergency response. We also need to address fall prevention strategies given the increased risk of falls in patients experiencing seizures. A key aspect is proactive identification of high-risk individuals and tailoring interventions accordingly. This might involve close monitoring of patients with a history of SUDEP or those taking medications with a high risk of side effects.

Measuring the effectiveness of a new epilepsy treatment protocol requires a multi-faceted approach using a variety of metrics. We wouldn’t rely on just one indicator but rather a combination to get a holistic view.

• Seizure Frequency: This is a primary outcome. We’d track the number of seizures per month or per week before and after implementing the new protocol. A statistically significant reduction would indicate effectiveness.
• Seizure Severity: Simply reducing the number of seizures isn’t enough. We also need to assess the severity of the seizures using a standardized scale (like the Bristol Seizure Severity Scale) to determine if the new protocol is impacting the intensity of seizures.
• Quality of Life: This is crucial. We’d use validated questionnaires like the QOLIE-31 to measure how the protocol impacts the patient’s overall quality of life, including aspects such as physical functioning, emotional well-being, and social interactions.
• Adverse Effects: Monitoring the incidence and severity of adverse effects from the new treatment is vital for safety. We would track the types and frequency of side effects reported.
• Medication Adherence: Ensuring patients adhere to the prescribed regimen is crucial for treatment efficacy. This can be assessed through pill counts, patient self-report, or medication monitoring devices.

By tracking these metrics, we can gain a comprehensive understanding of the impact of the new protocol and make data-driven decisions regarding its continued use.

Addressing disparities in epilepsy care requires a multifaceted approach that acknowledges the complex interplay of social determinants of health. We need to identify these disparities first, perhaps by analyzing existing datasets on access to specialists, diagnostic testing, and treatment options, stratified by demographics (race, ethnicity, socioeconomic status, geographic location).

Once we’ve identified these disparities, we can work on strategies to improve access. This might involve initiatives such as:

• Improving access to specialists: This could involve expanding telehealth services to reach underserved rural areas or partnering with community clinics to offer specialized epilepsy care.
• Addressing socioeconomic barriers: Offering financial assistance programs, including medication assistance, can help to remove financial barriers.
• Cultural competency training: Ensuring healthcare providers receive culturally competent training to better understand and address the unique needs of diverse patient populations.
• Outreach programs: Targeted outreach programs can engage communities and increase awareness about epilepsy resources and available services.

Continuous monitoring and evaluation are crucial to assess the effectiveness of these strategies and make necessary adjustments.

In a previous role, I led a quality improvement project aimed at reducing medication errors in our epilepsy clinic. We received a budget of $10,000. The first step involved a thorough needs assessment to identify the root causes of errors. We found that a significant portion stemmed from illegible handwriting on prescription orders.

Our solution involved implementing an electronic prescribing system. The budget covered the cost of the software, training staff, and implementing appropriate security measures. We tracked medication errors before and after the implementation using a standardized error reporting system. The results showed a significant reduction in medication errors, demonstrating a positive return on investment. The project also improved staff satisfaction due to the increased efficiency and clarity of the new system.

Prioritizing competing quality improvement projects requires a structured approach. I typically use a framework that considers several factors:

• Urgency: Projects addressing immediate safety concerns or significant patient needs take precedence.
• Impact: Projects with the potential to significantly improve patient outcomes or reduce costs are prioritized higher.
• Feasibility: Projects that are realistic and achievable within the available resources and timeframe are favored.
• Alignment with strategic goals: Projects that align with the overall strategic goals of the organization are given higher priority.

Often, I use a matrix to visually represent these factors and aid in the decision-making process. This allows for a transparent and data-driven approach to prioritizing projects.

Communicating the results of quality improvement initiatives is crucial for sustainability and impact. My approach involves tailoring the message to the specific audience.

For example, for clinicians, I would present the results using graphs, tables, and statistical analyses to highlight the impact on patient outcomes. For administrators, I would focus on the cost savings and efficiency improvements. For patients and families, I would use plain language to describe the improvements and answer any questions.

I believe in using multiple communication channels – presentations, reports, newsletters, and even town hall meetings – to ensure broad dissemination of the findings. I actively seek feedback to ensure the message is clear, understood, and well-received.

My career goals center on becoming a recognized leader in epilepsy quality improvement. I want to contribute to the development and implementation of innovative and sustainable quality improvement initiatives that demonstrably improve the lives of individuals with epilepsy. This includes expanding my expertise in data analytics to better leverage data for informed decision-making and contributing to research that advances the field of epilepsy care. I envision myself mentoring others and shaping the future of epilepsy care through my contributions.