Health executive suffers from her own 'inhuman' policy demands doctor commit fraud.

Years ago, in a bustling suburb of San Francisco, an OB/GYN encountered a memorable patient who happened to be the vice president of a prominent health insurance corporation. Known for her rapid ascent up the corporate ladder, the executive had made her mark by implementing cost-cutting measures, notably reducing post-cesarean hospital stays from four days to just two. This policy change sparked controversy, as it meant new mothers faced a significantly shortened recovery period before being discharged to care for their newborns.

During a routine office visit after the policy’s implementation, the OB/GYN gently raised concerns about the hardship this policy posed for some patients. The executive brushed off these concerns with a smile, asserting her belief that financial prudence trumped patient comfort. Her stance was clear: health insurance was not intended to provide convenience.

Ironically, fate intervened when the executive herself became pregnant with twins through in vitro fertilization at the age of 42. Despite her age, she opted for a vaginal delivery to expedite recovery, only to endure a prolonged and grueling labor that ultimately necessitated a cesarean section. By the second day post-operation, the reality of her own policy hit hard. In a stark reversal of her previous stance, she adamantly refused discharge, deeming it inhumane to expect her to care for twins in her current state. Desperate for a solution, she even suggested falsifying medical records to extend her hospital stay under the guise of complications.

The OB/GYN, unwavering in medical ethics, refused to entertain such fraudulent acts. Ultimately, the executive’s experience underscored the harsh realities of the policy she championed. Not long after, the state of California intervened, mandating the reversal of the controversial two-day discharge policy. This incident serves as a poignant reminder that sometimes, firsthand experience is the most compelling catalyst for change, even in the corridors of corporate healthcare policy.

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