Georgia Tech’s Institute for Matter and Systems (IMS) hosted its second Boundaries and Breakthroughs panel on Jan. 27, bringing together leading clinicians, engineers, and data experts to examine why promising medical technologies often fail to translate into clinical practice.

Moderated by IMS Executive Director Eric Vogel, the panel explored how innovation, regulation, economics and clinical realities intersect to shape the future of medical devices. 

The panel featured John Duke, physician and director of the Center for Health Analytics and Informatics at Georgia Tech Research Institute; Matthew Flavin, assistant professor in the School of Electrical and Computer Engineering; HyunJoo Oh, assistant professor in the schools of Industrial Design and Interactive Computing; and Lokesh Guglani, pediatric pulmonologist and clinician-researcher at Children’s Healthcare of Atlanta. 

Vogel opened the event by highlighting the gap between technological novelty and real-world medical adoption. 

“About 75% of medical device start-ups never achieve commercial success or make it to market, and some industry estimates push this higher,” Vogel said. “Even those that reach the market often fail to gain meaningful adoption. This may be because technologists optimize for platforms five or 10 years out and are rewarded by novelty, whereas clinicians demand reliability, interpretability, and outcomes that hold up with real patients, real workflows, and real liability.”

Throughout the discussion, panelists examined the tension between rapid innovation and clinical safety, noting that the level of invasiveness often determines how bold developers can be.

“We must remember that in medicine—and especially when we're dealing with human lives—there's a significant asymmetry of the harm that could be done,” said Guglani. “Even a small change or an oversight at the design level of a medical device can have significant downstream repercussions for patients and create liability for institutions and providers.”

Flavin and Duke added that excessive conservatism, particularly around non-invasive wearable, can also slow potentially life-changing advancements. 

All panelists agreed that breakthrough technology alone is not enough to ensure clinical adoption. Usability, workflow fit, and time efficiency often determine whether clinicians adopt a device. Tools that require lengthy calibration or add to a clinician’s already tight schedule rarely succeed. Even when a technology integrates well, reimbursement barriers can prevent adoption. 

 “A lot of technologies come out, but then if the clinic is using them and is not being reimbursed for the time spent, that creates a bottleneck,” said Guglani.

Economic constraints also shape who benefits from innovation. Children with rare diseases, stroke survivors, and other small or heterogeneous patient groups often struggle to attract investors, even when their needs are urgent.

The panelists also discussed the dual role of regulatory and manufacturing standards. Good Manufacturing Practice (GMP) requirements ensures consistent, safe production, but force teams to lock designs earlier than ideal, adding cost and slowing iteration. These requirements protect patients but also function as an economic filter for many early-stage technologies.

The conversation then turned to data, AI, and the education of future innovators. Despite massive amounts of health data, many clinically important areas remain data‑scarce. Wearable devices, such as smart watches, may help close these gaps, but AI models remain limited by the quality of input data. 

When asked about preparing the next generation of MedTech innovators, panelists emphasized the importance of “interface literacy” or the ability to collaborate across disciplinary boundaries and understand how design decisions cascade into real clinical environments.  

“You really do have to be able to be interdisciplinary,” said Duke. “Now of course what makes things go is not often the knowledge of the domain, but the person’s role or connectivity into the system.”

Vogel closed by emphasizing that successful medical technology development requires “ongoing, honest collaboration” across fields. The Boundaries and Breakthroughs series will continue that mission in February with a panel on the future of the electric grid.

Georgia residents now have a new way to compare the estimated costs paid for a large variety of health care services in the state, thanks to a searchable “shop for care” resource launched as part of the Georgia All-Payer Claims Database (GA APCD).

The Georgia APCD Cost Comparison Tool (apcd.georgia.gov/cost-comparison-tool) contains information on more than 200 different medical procedures ranging from cardiac stress tests and childbirth to knee replacement and colonoscopies. The resource provides information on the median cost paid for the procedures statewide, along with information on what individual medical facilities and professional providers have been paid for each type of procedure. 

For each procedure, the tool identifies medical facility providers nearest to the consumer and includes facility ratings collected by the Centers for Medicare & Medicaid Services (CMS). For each facility providing a specific service, the comparison data includes the median cost for the procedure and the range of costs that were paid. Costs can be filtered by payer category, including commercial, Medicare, and Medicaid. While that data is understandably incomplete and includes caveats, developers of the new service say it provides a much-needed resource for Georgians facing a decision on a costly medical procedure.

“In health care, there are a lot of factors that can drive cost and it’s not always a straightforward equation, so it’s worth doing the research,” said Dr. Jon Duke, an M.D. and principal research scientist in the Georgia Tech Research Institute’s (GTRI) Health Emerging and Advanced Technologies Division, which administers the APCD for the state of Georgia. “This is really just one part of health care decision-making, and it will help patients be more proactive advocates for themselves when considering potential options for care.”

Dr. Duke is also a faculty member in Georgia Tech's Institute for People and Technology. You can read the full article published by the Georgia Tech Research Institute here.

Georgia Institute of Technology has named Michael “Mike” Gazarik as the new director of the Georgia Tech Research Institute (GTRI) and a Georgia Tech senior vice president, effective February 16. 

A nationally respected aerospace and research leader, Gazarik has led large, complex research organizations across government, industry, and academia, shaping strategy, driving growth, and building institutions that deliver mission-critical innovation. With more than three decades of experience, his career reflects a deep ability to align technology with national priorities and guide organizations through periods of change and opportunity. 

A Georgia Tech alumnus, Gazarik currently serves as faculty director of the Engineering Management Program at the University of Colorado Boulder and as a part‑time staff member at the Johns Hopkins Applied Physics Laboratory. He previously held senior leadership roles at NASA, including director of engineering at NASA Langley Research Center and inaugural associate administrator for the Space Technology Mission Directorate (STMD). In industry, he spent eight years as vice president of engineering at Ball Aerospace, leading its strategic growth from an elite science contractor into a strategic national security asset that doubled in size.

“Mike Gazarik brings a rare combination of technical depth, executive leadership, and deep government experience,” said Tim Lieuwen, Georgia Tech’s executive vice president for Research. “He knows large research enterprises operate within the realities of policy and budget and has a proven ability to align technology with mission priorities while earning trust across stakeholders. We are excited to welcome Mike back to Georgia Tech to lead GTRI at a pivotal moment for research and innovation.”

GTRI employs more than 3,000 employees, conducting nearly $1 billion in annual research in areas such as autonomous systems, cybersecurity, electromagnetics, electronic warfare, modeling and simulation, sensors, systems engineering, and threat systems. GTRI’s renowned researchers combine science, engineering, economics, and policy to address challenges facing national security, industry, and society.

For nearly a century, GTRI has partnered with government and industry to deliver solutions to the most mission-critical challenges facing our nation,” said Georgia Tech President Ángel Cabrera. “We are proud to welcome Mike Gazarik to lead a crown jewel of our research enterprise and a crucial component of our nation’s science and technology fabric. His experience and leadership will strengthen GTRI’s ability to deliver on its mission and help make our nation safer, healthier, and more competitive.”

Gazarik is widely recognized for leading complex research enterprises with a focus on stability, strategic alignment, and mission impact. At NASA, he helped shape the agency’s science and technology enterprise during periods of fiscal constraint and technical risk, maintaining balance across broad mission areas and forming STMD to consolidate technology development. At Ball Aerospace, he guided significant growth and aligned strategy with evolving national security and civil space needs. His academic work has focused on preparing engineering leaders for mission-driven organizations — experience that aligns closely with GTRI’s role as a trusted partner to government and industry.

He earned a B.S. in electrical engineering from the University of Pittsburgh and an M.S. and Ph.D. in electrical engineering from Georgia Tech. Gazarik is a fellow of the American Institute of Aeronautics and Astronautics (AIAA), a former chair of AIAA’s Corporate Strategic Committee, and was elected to the AIAA Board of Trustees in 2025. His honors include NASA’s Outstanding Leadership Medal, the Silver Snoopy Award, the 2023 AIAA Rocky Mountain Section Educator of the Year, and recognition as Engineering Manager of the Year by the American Society of Engineering Management.

“GTRI has a remarkable legacy of delivering solutions that matter for the nation,” said Gazarik. “I’m honored to return to Georgia Tech and lead an organization that combines deep technical expertise with a mission-driven culture. My focus will be on listening, building on GTRI’s strengths, and ensuring we continue to advance research that makes a real difference for our partners and society.”

As director, Gazarik will lead GTRI’s multidisciplinary research enterprise, advancing its mission to deliver high‑impact science and technology solutions in support of national security, space systems, and critical societal needs.

People with autism seeking employment may soon have access to a new AI-based job-coaching tool thanks to a six-figure grant from the National Science Foundation (NSF).

Jennifer Kim and Mark Riedl recently received a $500,000 NSF grant to develop large language models (LLMs) that provide strength-based job coaching for autistic job seekers. 

The two Georgia Tech researchers work with Heather Dicks, a career development advisor in Georgia Tech’s EXCEL program, and other nonprofit organizations to provide job-seeking resources to autistic people.

Dicks said the average job search for people with autism can take three to six months in a good economy. It can take up to 18 months in a bad one. However, the new LLMs from Georgia Tech could help to reduce stress and fast-track these job seekers into employment.

Kim is an assistant professor who specializes in human-computer interaction technology that benefits neurodivergent people. Riedl is a professor and an expert in the development of artificial intelligence (AI) and machine learning technologies.

The team’s goal is to identify job-search pain points and understand how job coaches create better employment prospects for their autistic clients.

“Large-language models have an opportunity to support this kind of work if we can have more data about each different individual strength,” Kim said.

“We want to know what worked for them in specific settings at work, what didn’t work, and what kind of accommodations can better help them. That includes how they should prepare for interviews, how they can better represent their skills, how they can address accommodations they need, and how to write a cover letter. It’s a broad range.”

Dicks has advocated for neurodivergent people and helped them find employment for 20 years. She worked at the Center for the Visually Impaired in Atlanta before coming to Georgia Tech in 2017.

She said most nonprofits that support neurodivergent people offer career development programs and many contract job coaches, but limited coach availability often leads to long waitlists. However, LLMs could fill this availability gap to address the immediate needs of job seekers who may not have access to a job coach.

“These organizations often run at a slow pace, and there’s high turnover,” Dicks said. “An AI tool could get the job seeker quicker support. Maybe they don’t even need to wait on the government system.

“If they’re on a waitlist, it can help the user put together a resume and practice general interview questions. When the job coach is ready to work with them, they’re able to hit the ground running.”

Nailing the Interview

Dicks said the job interview is one of the biggest challenges for people with autism.

“They have trouble picking up on visual and nonverbal cues — the tone of the interview, figuring out the nuances that a question is hinting at,” she said. “They’re not giving the warm and fuzzy vibes that allow them to connect on a personal level.”

That’s why Kim wants the models to reflect a strength-based coaching approach. Strength-based coaching is particularly effective for individuals with autism. Many possess traits that employers value. These include:

• Close attention to detail
• Strong technical proficiency
• Unique problem-solving perspectives

“The issue is that they don’t know how these strengths can be applied in the workplace,” Kim said. “Once they understand this, they can communicate with employers about their strengths and the accommodations employers should provide to the job seeker so they can successfully apply their skills at work.”

Handling Rejection

Still, Kim understands that candidates will need to handle rejection to make it through the search process. She envisions LLMs that help them refocus their energy and regain their confidence after being turned down.

“When you get a lot of rejection emails, it’s easy to feel you’re not good enough,” she said. “Being constantly reminded about your strengths and their prior successes can get them through the stressful job-seeking process.”

Dicks said the models should also be able to provide feedback so that candidates don’t repeat mistakes.

“It can tell them what would’ve been a better answer or a better way to say it,” Dicks said. “It can also encourage them with reminders that you get 100 noes before you get a yes.”

You’re Hired, Now What?

Dicks said the role of a job coach doesn’t end the moment a client is hired. Government-contracted job coaches may work with their clients for up to 90 days after they start a new job to support their transition.

However, she said, sometimes that isn’t enough. Many companies have probationary periods exceeding three months. Autistic individuals may struggle with on-the-job training or communicating what accommodations they need from their new employer. 

These are just a few gaps an AI tool can fill for these individuals after they’re hired.

“I could see these models evolving to being supportive at those critical junctures of the probationary period being over or the one-year job review or the annual evaluation that everyone dreads,” she said.

Dicks has an average caseload of 15 students, whom she assists in landing jobs and internships through the EXCEL program.

EXCEL provides a mentorship program for students with intellectual and developmental disabilities from the time they set foot on campus through graduation and beyond.

For more information and to apply, visit EXCEL’s website.