UConn Health

Crystal Coulombe

Purposeful Technology Champion

Crystal Coulombe is University Director of Radiology at UConn Health, where she oversees diagnostic imaging and therapeutic services across an academic health system. A radiologic technologist by training, Crystal brings both frontline clinical experience and operational leadership to her role. Throughout her career, she has focused on improving patient access and experience, embracing technology that meaningfully improves imaging operations and building strong teams where employees feel valued, supported and empowered to provide exceptional patient care.

I 've heard predictions that artificial intelligence will eventually replace radiologists. I've even heard similar predictions about radiologic technologists.

I don't believe that at all. 

AI and other emerging technologies will absolutely change radiology, and I think we are only beginning to understand what they can do. But I don't see technology replacing the people in our field. I see it giving talented people better tools to do their jobs. And we need those tools.

Imaging volumes continue to grow. Patients expect faster access and results. At the same time, many imaging departments are facing staffing shortages and limited scanner capacity. We cannot solve those challenges simply by asking people to work harder. In many cases, they already are. We need to work smarter.

When I consider new technology, one of my first questions is simple: What problem are we trying to solve?

AI, workflow automation, faster imaging techniques, enterprise imaging and remote reading all have tremendous potential. But implementing technology simply because it is new isn't innovation. Technology needs a purpose.

I saw this firsthand at a previous organization where MRI demand exceeded our available capacity. We implemented technology that significantly reduced MRI scan times without sacrificing image quality. Because the exams were shorter, we were able to decrease appointment times and add approximately 40 MRI appointments each week using the scanners we already had.

The project increased throughput and revenue and helped reduce our backlog and patient wait times. Those were important outcomes, but the part I liked best was what it meant for our patients.

Forty additional appointments meant 40 more opportunities every week for someone to get the imaging they needed sooner. Shorter scans also meant less time in the scanner, something that matters when a patient is anxious, uncomfortable or in pain.

That experience reinforced something I continue to believe: the best technology doesn't just make us faster. It helps us provide better care.

I began my career as a radiologic technologist, and that experience has stayed with me throughout my leadership career. Performing an imaging exam involves much more than operating sophisticated equipment.

Patients don't always fit neatly into a protocol. They may be frightened, in pain or unable to cooperate with an exam exactly as planned. A technologist must adapt. They explain, reassure, problem-solve and advocate for their patients. They notice when something isn't right and communicate with radiologists, nurses and other members of the care team.

"Technology can assist with many parts of that process. It cannot replace the human connection at the center of it."

Technology can assist with many parts of that process. It cannot replace the human connection at the center of it.

The same applies to radiologists. AI can analyze images, recognize patterns, prioritize information and reduce repetitive work. Those capabilities will continue to improve, and I believe we should embrace them. But the goal shouldn't be to remove people from radiology. It should be to give people better tools and allow them to spend more time using the judgment, expertise and human skills that technology cannot replace.

If we believe people are essential to the future of imaging, we also must treat them that way.

Turnover is expensive, but the cost goes well beyond recruiting and training a replacement. When an experienced technologist or support team member leaves, we lose knowledge, experience and relationships. More work falls on those who remain, and that can quickly become a cycle. 

People want to know their work matters. They want to be heard, appreciated and treated with respect. They need the right resources to do their jobs safely and effectively. And they want to work on a team where people communicate, trust one another and step in to help when things get difficult.

Technology cannot create that culture. Leadership has to. We also need to listen to the people doing the work when we introduce new technology. They know where patients wait. They know where workflows break down. They know which extra steps add no value. Some of the best ideas don't come from a conference room; they come from the people taking care of patients every day.

Ultimately, technology, efficiency and employee engagement should all lead us back to the same place: the patient.

I am excited about the future of radiology. AI, automation and technologies we haven't even imagined yet will change how we work. But I don't believe our greatest asset will ever be a piece of equipment or an algorithm. Our greatest asset will continue to be our people.

Our responsibility as leaders is to bring technology, people and purpose together, giving talented people the right tools, listening to their experience and never losing sight of why we are here in the first place.

The question isn't whether technology will replace people. The better question is: How can we use technology to help our people provide even better care?