How Mount Sinai Prioritizes Language and Cultural Understanding to Improve Patient Care

In one of the most culturally and linguistically diverse neighborhoods in New York City, Mount Sinai Queens demonstrates how offering personalized, inclusive care ensures that communication does not become a barrier to treatment.

Located in Astoria, where more than 150 languages are spoken, Mount Sinai Queens is home to a team of physicians and clinical staff who reflect the diversity of the community. Many health care providers are bilingual or multilingual, and the hospital offers on-demand medical interpretation services in more than 200 languages—ensuring that patients can fully understand their diagnoses, care plans, and treatment options.

“When patients feel understood, they’re more likely to follow through on care plans, attend follow-up visits, and engage in preventive care,” says George Nikoloudakis, DO. “That’s what makes a long-term difference.”

“When a patient hears their own language spoken in the exam room—especially in a moment of vulnerability—it creates a connection that goes beyond words,” said George Nikoloudakis, DO, an Internal Medicine physician at Mount Sinai Doctors-Astoria at Mount Sinai Queens. “As someone who is a Greek speaker, I understand how meaningful it is for Greek-speaking patients to feel heard and understood. It helps build trust, and trust leads to better outcomes.”

Numerous studies show that language barriers in health care can lead to miscommunication, delayed diagnoses, lower treatment adherence, and higher rates of avoidable hospital readmissions. For some New Yorkers these barriers may even deter them from seeking care altogether.

Throughout the Mount Sinai Health System, medical interpretation and translation services are provided to patients and family members who prefer to communicate in a language other than English. Assistive devices are also available to persons with disabilities to help them communicate with providers and staff during their visit. All services are provided free of charge, and a Language Assistance Program is offered at each of the main hospital campuses.

At Mount Sinai Queens, teams are delivering care that is not only clinically excellent but culturally and linguistically informed.

The hospital’s care teams include multilingual providers and support staff across departments. Professional medical interpreters are available around the clock, both in person and virtually, to help patients navigate their care with confidence and clarity. Additionally, providers use culturally sensitive care approaches that acknowledge and respect patients’ diverse backgrounds, customs, and health beliefs. Health education materials are also available in multiple languages to ensure accessibility and understanding.

For patients, this level of communication support makes it easier to ask questions, understand treatment options, and participate more actively in their care.

“Language is an essential part of health equity,” said Dr. Nikoloudakis. “When patients feel understood, they’re more likely to follow through on care plans, attend follow-up visits, and engage in preventive care. That’s what makes a long-term difference.”

Why Eye Exams Are an Important Part of Care Offered at the Corinne Goldsmith Dickinson Center for Multiple Sclerosis

Eye examinations reveal a lot about a person’s general health. With multiple sclerosis, what is found deep inside an eye may yield an initial diagnosis of the chronic disease, and yearly checkups can help to measure disease progression.

With the acquisition of an Optical Coherence Tomography (OCT) machine, vital for neuro-ophthalmologists, the Corinne Goldsmith Dickinson Center for Multiple Sclerosis has expanded its capacity to provide comprehensive care. A generous gift from the Muzio Family Foundation enabled the Center to purchase the OCT machine.

Sylvia Klineova, MD, MS

In this Q&A, Sylvia Klineova, MD, MS, who specializes in multiple sclerosis (MS) eye health, explains why routine exams are essential for MS patients, how an OCT works, and the benefits of offering it at the Center. She is also an Associate Professor of Neurology at the Icahn School of Medicine at Mount Sinai.

“OCT tests are a new part of how we’re assessing our patients and should be incorporated in MS comprehensive care,” she says.

Why are regular eye exams important for multiple sclerosis care?

You can think of eyes as sort of a surrogate for changes in the brain of someone with multiple sclerosis. The “retinal nerve fiber layer” (RNFL) are the nerves in the back of the eye that are the beginning of the pathway for vision into the brain. Loss of thickness in the RNFL has been correlated to the degree of brain atrophy in MS patients, particularly in those with prior optic neuritis, a condition in which the optic nerve, which connects the eye to the brain, becomes swollen or inflamed. An MRI, however, cannot precisely measure the thickness of retinal nerve fiber layer, or accurately determine the effects of lesions in optic nerves. Optic neuritis is one of the most common initial attacks of MS, so a precise diagnosis is important. Even in patients without optic neuritis, we can see the impact of MS on retinal nerve fiber layer thickness.

Why do multiple sclerosis neurologists use an OCT?

The OCT, first introduced in 1991, was predominantly used by ophthalmologists for care in glaucoma, a very common reason for people developing optic neuropathy, or damage to optic nerves. Since the optic nerves are often affected in people who have MS, researchers who focused on eyes concluded that an OCT is more sensitive than an MRI in uncovering optic nerve lesions. The technology can help attain an earlier diagnosis of MS or confirm diagnoses in patients where the use of MRI doesn’t reveal an optic nerve lesion.

An OCT also is used to help to distinguish optic neuritis in MS versus other demyelinating diseases like neuromyelitis optica (NMO). After an MS optic neuritis attack, doctors use OCT to monitor how much optic nerves are damaged. Looking at changes in thickness of the neural layer can help to predict the degree of vision recovery in six months or a year after the attack. In imaging of a patient’s eyes over time, doctors look for any sign of changes of a neural layer in optic nerves and macula, the area with the highest number of cells that form optic nerves.

How does OCT work?

An OCT machine looks a little bit like a big computer. You put your chin on a chin rest and look straight ahead without shifting your eyes. A scanning light, moving across your line of vision, reaches deep inside tissues of the retina, and comes back with pictures of different cell layers. The test lasts about 15 minutes, is painless and non-invasive, and the results are quickly available to the physician.

The OCT will be part of the newest multiple sclerosis diagnostic criteria (the McDonald Criteria), which have been widely discussed at international conferences and will be published in 2025. The older criteria did not specifically single out optic nerves as one of the locations where doctors would look for lesions.

Why did Mount Sinai’s Center get an OCT?

The OCT program began in December 2023 when the Center added an OCT to its onsite equipment. Our Center staff take the images. The only thing needed from a patient is to sit and not move their eyes. With the OCT installed at the Center, patients do not need to go to another facility for a test that is recommended as a part of their comprehensive care. The exams usually are scheduled by providers as part of patients’ regular clinical visits.

Are OCT tests necessary?

Annual OCT exams are recommended for many MS patients. How the nerve layer around the optic nerve and retina looks can tell neurologists something about how MS is affecting the whole nervous system.

OCTs are particularly useful for tracking progression in patients who had optic neuritis. Whether and how much these patients lose vision depends on the extent of damage to the optic nerve as well as the macula, the place of sharpest vision. Evaluating the loss of thickness in optic nerves and macula can help to predict the degree of vision recovery.

For patients without prior optic neuritis, doctors can see how MS affects thickness of the neural layer. They are looking for stability of the thickness over time. And since neuroprotective or remyelinating drugs have not yet been developed, if a significant drop in retinal thickness occurs, then advancing to a more effective MS therapy can be discussed.

By Kenneth Bandler, a multiple sclerosis patient, advocate, and member of The Corinne Goldsmith Dickinson Center for Multiple Sclerosis Advisory Board

Congratulations to the 2025 Mount Sinai Emergency Medicine Admin Professional Awardees

The Mount Sinai Department of Emergency Medicine recently hosted the inaugural Emergency Admin Professionals Award Ceremony, celebrating 39 team members across five categories.

In the Emergency Departments, administrative teams include a diverse array of roles and positions, from admitting representatives, business associates, emergency care associates, registrars, supply and equipment handlers, operations managers, unit secretaries, clerks, and service line team members including medical school professional staff.

Awardees were nominated by their peers, building community. These formal awards, which align with Mount Sinai’s commitment to employee engagement, are a recognition of the value of teamwork and excellence in the Emergency Departments.

New Team Member of the Year Award

An individual who has been with the Emergency Department for 24 months or less, and who consistently displays confidence and initiative in patient experience and teamwork. From left are awardees: Rupinder Panaser, Wilbert Pacheco, Javann Malik Garnes, Betzalel Bree, Muskaan Jaisingh, and presenter Susanne Stefko. Not pictured are awardees: Pearl Akakpo and Silvana Ramos Campell.

Outstanding Contributor

An individual who serves as a role model for team members and new hires by sharing knowledge and skills and exemplifying best practices. This individual looks out for other people on team, going beyond the badge to take care others on the team. From left, awardees: Alyjah Luna, Trina Summers, Dawn Kimmins, Rosemary Colon, Dexa Rivas, Nicole Joseph, Wilhem Elome, Lexus Lipford, and presenter Josef Lehmkuhler

Administrative Innovation Award

An individual or group of Admin Professionals, who have led and advocated for innovative initiatives in the Emergency Department leveraging process improvement, new solutions and ideas, to promote patient experience, administrative efficiency, technology usage. From left are awardees: Stephanie Torres, Monica Dent, Diana Garcia, Daniel Espitia, Monica Keith, Ellen Dupont, Nicole Cruz, and presenter Jamie Forbes. Not pictured are awardees: Lawrence King Suyat and Dafny Tennet.

Admin Leader of the Year

Demonstrates excellent leadership skills by serving as a resource through effective communication, and also works to inspire passion and promotes professional development. From left are awardees: Christine Perez, Stephanie Martinez, Tanjina Ahmed, Josef Lehmkuhler, Joan Cardell, Susanne Stefko, Alexandria Montalvo, and presenter Monica Dent. Not pictured is awardee: Donna Smith-Jordon.

Top Copay Collector Award

This individual is the top copay collector for 2024 for their site, a critical focus across all Mount Sinai Emergency Departments. Their dedication to copay collections directly contributes to the financial health and operational efficiency of the Mount Sinai Health System. From left are awardees: Maxine Brown, Cheryl Joe, Eulie George, Kerene Palmer, Tania Ramirez, Prudencia Glasgow, and presenter Tanjina Ahmed. Not pictured is awardee: Marcia Johnson.

Annual Symposium of the Biomedical Engineering and Imaging Institute Emphasizes Bold Discussions and Innovation in Health Care

The 13th annual symposium of the Biomedical Engineering and Imaging Institute (BMEII) at the Icahn School of Medicine at Mount Sinai emphasized bold discussions and innovation in health care.

The event featured distinguished worldwide academic and industry leaders who participated in informal conversations and panel discussions about innovation and transformation in health care. The theme, “beBOLD,” captured the spirit of pioneering advancements in health care technology and “the human drive to explore, innovate, and unite in the pursuit of greater knowledge and understanding,” said BMEII Director Zahi Fayad, PhD.

“Health care is a constantly evolving field that demands adaptive scientists, clinicians, and engineers to build the infrastructure to support this evolution,” he added. “This symposium addressed the innovation reshaping the landscape and bringing ideas closer to real-world patient impact.”

More than 370 people attended the symposium, including researchers, physicians, medical students and trainees, and industry leaders inside and outside of health care. The event was held at the New York Academy of Medicine on Wednesday and Thursday, March 19-20.

Brendan Carr, MD, MA, MS, Chief Executive Officer and Professor and Kenneth L. Davis, MD, Distinguished Chair, Mount Sinai Health System, kicked off the symposium with welcome remarks. Dr. Carr explained the importance of the symposium’s theme and how it encompasses Mount Sinai’s vision and ethos. He highlighted BMEII’s multidisciplinary nature and drive to solve problems, leading to new models for delivering care. His remarks set the tone for the event, aligning the audience’s expectations and generating excitement for what lay ahead.

The symposium hosted two one-on-one discussions, with a standout moment the “Bold Discussion” between Arianna Huffington and David Rubenstein, Co-Founder and Co-Chairman of The Carlyle Group. Interviewed by Mr. Rubenstein, Ms. Huffington shared her inspiration behind creating Thrive Global, a behavior change technology focused on improving well-being and productivity. She emphasized the five scientifically-backed keys to a healthier life—sleep, food, exercise, stress management, and connection—and the power of incremental, consistent habit changes to achieve this well-roundedness.

The second discussion, titled “Bold Healthcare,” featured a conversation between Scott Gottlieb, MD, a former Commissioner of the U.S. Food and Drug Administration who is a partner at the venture capital firm New Enterprise Associates, and Whitney Casey, Partner and Co-Founder of Tally Health. It addressed the future of health care startups, their transformative potential, and the regulatory landscape shaping these emerging ventures. The perspectives of Mr. Gottlieb, a health care investor, and Ms. Casey, a long-time wellness investor, underscored the importance of investing in novel, disruptive ideas and building them into commercial products.

Both one-on-one discussions addressed the symposium’s forward-thinking theme by discussing innovative health care technologies focusing on both prevention and treatment of well-known conditions for better health outcomes.

A highlight of the four panel discussions was the panel titled “Bold Execution in AI Radiology.” This included five industry and academic leaders and addressed how AI is steering transformation and setting new standards in health care. The panelists also discussed the challenges and concerns faced by physicians when implementing AI into their workflow.

“The digitization of health care, which has been powerful for many reasons, has caused much more burden to be put on the radiologist now,” said John Paulett, BSE, an engineer at HOPPR, a firm building an AI model for medical imaging and an advisor at Rad AI. “I think what we often get is ‘how can we take some of that burden off the radiologist to let them practice what they are good at?’ It’s not the clerical work that they’re good at [or] the administrative work that they’re good at. So, we’ve approached this less from a diagnostic perspective and more from a workflow and an avenue of how we can make the radiologists focus on the interpretation of images—what they’re trained to do well.”

He and his team have revolutionized radiology reporting practices and combined technological expertise with strategic vision to build innovative natural language processing and machine learning solutions in health care.

Timothy W. Deyer, MD, MSE, Chief Medical Information Officer of East River Medical Imaging, the only practicing radiologist on the panel, echoed his concerns about AI.

“The current environment is very fragmented. We have a lot of very small solutions that do very specific things, and I can tell you it’s an absolute pain in the neck to implement sometimes. Having a more cohesive product that more seamlessly integrates into the workflow is incredibly important,” said Dr. Deyer.

Outside of the rigorous panel discussions, the symposium also included sessions geared towards building young scientists’ knowledge and networks.

The Early Career Session guided students and postdoctoral fellows through obtaining their first grant. The poster and innovation station sessions allowed attendees to hear about current research in the field of medical imaging by BMEII members and scientists from other institutes.

How a Lifelong Passion for Addressing Acute Care and Trauma Led This New Yorker to an MD and MHA Degree

“I hope to integrate these skills with my clinical and surgical training to identify gaps in violence prevention, particularly in areas touching New York—such as subway surfing, gun violence, and motorbike injuries—and improve outreach to the most affected populations.” – Ashley Brown, MHA and MD student

Ashley Brown is a second-year student in the Master of Health Administration program at the Icahn School of Medicine at Mount Sinai, where she is also completing requirements toward her medical degree.

She received a Bachelor of Arts from Emory University in 2018, where she majored in Women’s Gender and Sexuality Studies focusing on reproductive justice in communities of color. She also completed a pre-medicine post-baccalaureate program at Fordham University in 2020, and then had a wide choice of medical schools. Two years after beginning her MD degree, she joined the MHA program in September 2024. She expects to complete the MHA program in June and complete the MD program in May 2026. Then she hopes to embark on a career in surgery and help others in need in her hometown of New York City.

Her interest in trauma medicine and public health began when she was a teenager, including a memorable introduction working with the local ambulance squad as a volunteer. In this Q&A, she explains how her quest led to Mount Sinai.

Why did you choose the Doctor of Medicine (MD) program at the Icahn School of Medicine?

At fourteen, I stood in the back of an ambulance for the first time, sweating as a paramedic swapped me out for the next round of compressions. I had joined my local ambulance center as a junior volunteer, eager to learn how hands could save lives—unaware it would spark a lifelong passion for acute care and trauma.

At Emory, I majored in gender studies to better understand health disparities and to develop the language needed to communicate those disparities.

With my interest in urgent care and addressing social determinants of health, I was drawn to the Icahn School of Medicine for its commitment to training future leaders. Working alongside pioneers in the field taught me the weight of that mission. Exposure to cutting-edge research and practice has deepened my drive to uncover and address the root causes of care disparities, preparing me for the next stage of training.

Driven by a passion for urgent care and health equity, I was drawn to the Icahn School of Medicine not only for its leadership in research and clinical innovation but also for its commitment to equity, right in the heart of my home—New York City. It was here that I first donned a white coat, surrounded by pioneers in various fields dedicated to advancing health care while committing to health equity. Consistent exposure—and collaboration—with providers and researchers at the forefront of both medicine and advocacy has deepened my understanding of health care disparities and prepared me to address them in the next stage of my training.

How do you think an MHA will enhance your career in medicine?

The MHA program has been one of the most formative experiences of my graduate education. It helped me define my leadership style, learn from health care administrators, and strengthen my quality improvement skills through a capstone project exploring how language preference affects follow-up rates. Courses in health care promotion, policy, and health IT, along with strong mentorship, have taught me how to better communicate with the public using tools like apps, AI, and strategic messaging. In the next chapter, I hope to integrate these skills with my clinical and surgical training to identify gaps in violence prevention, particularly in areas touching New York—such as subway surfing, gun violence, and motorbike injuries—and improve outreach to the most affected populations. As my career progresses, I aim to step into leadership roles where I can leverage my expertise in quality improvement, stakeholder engagement, and policy to drive meaningful, large-scale change in communities disproportionately affected by violence.

What are some of your achievements in the MHA program so far?

One of my most meaningful achievements of the MHA so far has been leading my capstone project that examines how language preference influences follow-up rates at Mount Sinai Morningside. This is the first time I have led a research team as a principal investigator. This project has allowed me to directly apply what I have learned in the project management course and tie in quality improvement methodologies covered in various class to address real-world disparities in care. The MHA helped me identify my leadership style and strengthen my ability to collaborate across interdisciplinary teams through effective communication. My capstone project has helped me apply these leadership skills in a group context.

What activities outside the classroom have contributed to your success in these programs?

The successful completion of this MHA program would not have been possible without Dean Charney’s support of the Leadership in Healthcare Equity and Administration Scholar Program, which enabled Dr. Yvette Calderon and Dr. Brian Nickerson to oversee and guide this initiative. The mentorship and guidance of Dr. Calderon, Dr. Nickerson, and Herb Lopez, a program manager, were instrumental, as they supported me through every step of this journey. I am also deeply grateful to the medical school and this program for providing the funding and resources that made it possible for me to benefit from such a transformative experience.

In a similar way, activities outside this program that I feel have contributed largely to my success include collaborations with my classmates. These collaborations have not only broadened my perspectives but also strengthened my ability to connect clinical care with administrative strategies. Engaging with classmates in discussions around health equity and actively contributing to projects and conversations centered on marginalized communities has been especially important. Through these experiences, I feel that I am walking away with a much more developed understanding of the health care system as a whole and a clearer sense of the different roles that individuals occupy within it.

What advice would you give to prospective students considering the MD or MHA programs?

Advice that I would give to prospective students considering the MD or MHA program is to:

  • Find your learning style and understand that, unlike undergraduate education, what you put into graduate school will ultimately determine how much you get out of it at the end of the day.
  • Value every moment and prioritize the people around you. Engage your professors and mentors early, because they will help guide you to opportunities that you didn’t even know existed.
  • Continue to expand your network, since your classmates today may be your colleagues, consultants, and even administrators in the future; get to know them on a deeper level by going out to lunch or starting a GroupMe that helps to develop camaraderie. When times get tough, you realize that it is the community around you that will lift you up and motivate you when times get tough.

What are your plans upon completing your MD and MHA programs?

Upon completing both my MHA and MD programs, I hope to move on to the next phase of my training by entering a general surgery residency program. During residency, I aspire to continue developing my leadership skills by taking on roles that involve educating and mentoring medical students, with the goal of eventually serving as a chief resident in my final year. Throughout these next few years, I plan to continue integrating my expanding knowledge of surgical management with my commitment to understanding and addressing the challenges faced by patients who often fall through the cracks of violence prevention efforts. Following residency, I hope to further this trajectory by pursuing a trauma surgery fellowship, which will best position me to continue addressing social determinants of health on a broader scale. My ultimate goal is to lead departments that not only provide excellent clinical care but also play an active role in shaping policies and engaging stakeholders to create a safer and more just world, particularly for those living at the margins of society.

Working on the Front Lines During the Early Days of the Pandemic Helped Her Commit to a Career in Clinical Research

Nicole Simons, MA, right, with Katherine Keller, Clinical Research Coordinator

When the first of several waves of COVID-19 cases hit New York City, Nicole Simons, MA, had just landed her first big job out of school as a research coordinator at the Icahn School of Medicine at Mount Sinai. In a matter of days, her dream job was eliminated, along with the jobs of several colleagues.

Then came the call from Human Resources: Could she take on a front-line job that would expose her to this unknown virus and clinics filled with COVID-19 patients? Her answer was a resounding yes.

In a moment of instant serendipity, she was reassigned to work for Alexander Charney, MD, PhD, a noted researcher in the field of schizophrenia, a disease that had first captured her attention in college.

Working closely with clinicians on the front lines during the pandemic would turn out to be a lifechanging experience. She visited hospital wards to collect samples, helped out staff when she could, and even served as a second author of a paper in Nature Medicine that described the team’s work. Now she is the Program Manager of the Jeff and Lisa Blau Adolescent Consultation Center for Resilience and Treatment and is a PhD student in the Clinical Research Program at the Icahn School of Medicine, with plans to continue research into the genetics of schizophrenia. “Working with clinical colleagues on the frontlines really got me thinking about how to narrow the gap between research and clinical care. I plan to use the lessons I’ve learned to keep building research programs that move us closer to becoming a true learning health care system.”

It’s a long way from those early days of the pandemic in 2020. Dr. Charney, Associate Professor, Psychiatry, and Genetics and Genomic Sciences, had been asked by hospital leadership to rapidly build up a COVID-19 Biobank that would collect hundreds of blood samples from patients hospitalized with COIVD-19. It would ultimately serve as a backbone for ongoing research into the virus and the human immune response.

Nicole Simons, MA

Dr. Charney’s team consisted of 100 volunteers who, like Ms. Simons, had seen their research projects paused but were given a chance to come help. The team quickly designed a sample-collection protocol, and once this was in place, the cadre of volunteers organized itself into six teams, with Ms. Simons assigned to the “Running Team.” This team was responsible for transporting collection kits to every location within the hospital, and then bringing those kits back.

What might sound like a simple and straightforward assignment involved a major hurdle. How to gain access to clinics where new hospital rules would not even allow families to enter, even when patients were seriously ill?  Ms. Simons would have to find a way in.

“Entering those clinics was like entering a fog of war environment. The strain on the nurses and doctors was palpable; we needed to visit their clinics without creating additional work for them” she says. They had to figure out a way to make easy for them to know if they should allow the researchers on the floor.

“I came up with this idea of making our research team stand apart so we’d be instantly recognizable.” Her solution: hot pink everything. “We wanted to stand out, so we wore hot pink scrubs, gloves, hairnets. Even our labels were pink,” she says. She and her teammates quickly developed a rapport with the nurses managing the floors they’d visit at all hours of the day and night.

“I felt like we were on the outside looking in, that we were somehow protected bystanders while they provided round-the-clock, unconditional care for their patients. To say thank you and support them, we brought them candy and other treats,” she says. They heard that nurses working in the tents constructed in Central Park needed clean, dry socks, so they asked for sock donations, and the response was instantaneous.

Lending help to the clinicians working in the hardest of circumstances also perpetuated for her a sense of shared purpose with staff and faculty at Mount Sinai. Among the volunteers at the Biobank, she found strength.

During the pandemic, Nicole Simons, MA, left, and a team collected hundreds of blood samples from patients hospitalized with COIVD-19, working with MIriam Merad, MD, PhD, center, Dean for Translational Research and Therapeutic Innovation, and Alexander Charney, MD, PhD,

“We all shared this common goal to collect those samples, no matter the hurdles.  When the hours were long, and the days were hard, we had this shared humanity that pulled us through,” she says.

When the team reached its goal of 500 samples, they pushed on, ultimately sampling more than 700 participants in 49 days, amounting to more than 10,000 vacutainers portioned into 50,000 smaller samples. A high level of organization was critical to success.

“But strong morale, in the darkest of times, was what really got us through those long days,” she says.  “At such a difficult time, it felt like a huge stroke of luck to be working for Dr. Charney, a psychiatrist, leading the Biobank team. His commitment to resilience and mental health was non-stop. He created a safety net for us, with regular weekly check-ins and the option for one-on-one counseling with him any time.”

In July 2020, she served as second author of a paper published in Nature Medicine describing the Biobank’s unique 49- day deep dive to uncover the pathogenicity of the virus. The authors would describe their journey as “not necessarily a model to follow, but rather a live-and-learn memoir of our actions and mistakes under uniquely strenuous circumstances.”

“The team was working intensely in a very high stress, high stakes environment, without much preparation for what we would all come to realize was a once in a lifetime experience,” says Dr. Charney, now Director of The Charles Bronfman Institute for Personalized Medicine and Vice Chair of the Windreich Department of AI and Human Health. “Their mental health was front and center for me. What pulled them through, I believe, was their strong purpose and being part of the group that didn’t have to stay home.”

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