Lawrence “Larry” Waldman has built his career through steady discipline, real-world experience, and a focus on solving practical problems. He grew up in Oceanside, New York, where he played football at Oceanside High School and learned early lessons about teamwork and consistency. He later earned a B.A. in Speech Communications from SUNY Oneonta, developing skills that would support him throughout his career.
In 1993, Larry joined the United States Army. He served for nearly eight years and was honorably discharged in 2001. His time in the military shaped his approach to leadership, accountability, and structure.
After his service, he moved into the senior living and healthcare space. He worked with Atria Senior Living Group and later Comprehensive Wellness, gaining hands-on experience in patient care environments and operations. Over time, he began to see how complex healthcare systems really are behind the scenes.
In 2013, Larry transitioned into healthcare consulting. This shift gave him a broader view of how systems operate and where they fall short. He focused on improving processes, documentation, and overall efficiency.
Today, based in Miami, Florida, Larry is the founder of Ai Health Technologies, Inc. and President of Cyberhealth AI. His work centers on building systems that improve transparency, structure, and accountability in healthcare.
Outside of work, he values family, fitness, and maintaining a strong daily routine.
What is your typical day, and how do you make it productive?
My day is structured around staying close to how systems actually operate. I wake up early, usually start with a workout, and then map out the day in simple blocks. I don’t overload it. I focus on a few key areas: reviewing workflows, speaking with providers, and examining how documentation is handled in real-world situations.
A typical morning might involve reviewing how a procedure was recorded the day before. I look at whether patient authentication was clear, whether measurements were consistent, and whether the provider attribution was accurate. In the afternoon, I might be working with a team or a partner to refine how Cyberhealth AI fits into their process.
Productivity for me is not about doing more. It’s about removing confusion. If something is unclear, I stop and fix that first.
How do you bring ideas to life?
I don’t start with ideas. I start with problems I’ve seen repeatedly. When I was consulting, I noticed the same gaps in different organizations. Documentation was inconsistent. Verification was weak. That became the starting point.
From there, I break the problem down into components. For Cyberhealth AI, that meant asking simple questions: How do we confirm the patient? How do we confirm the provider? How do we prove the procedure actually happened as documented?
Each of those questions became a system feature. Patient authentication. Accurate measurements. NPI watermarking. Full video documentation. It’s not one big idea. It’s a series of small, specific fixes that work together.
What’s one trend that excites you?
The move toward real-time accountability. Systems are shifting from “reporting what happened” to “verifying what is happening.” That’s a meaningful change. It reduces ambiguity.
What is one habit that helps you be productive?
I review processes every day. Not occasionally. Every day. Even if it’s just one workflow. That repetition builds clarity over time.
What advice would you give your younger self?
Slow down and observe more. Early in my career, especially after the Army, I focused on execution. I thought moving fast meant progress. Over time, I realized that understanding the system first leads to better decisions.
Tell us something you believe almost nobody agrees with you on?
Most people believe that more technology solves problems. I believe poorly designed technology creates more problems than it solves. If the process isn’t clear, adding tools just adds noise.
What is the one thing you repeatedly do and recommend everyone else do?
Break everything into steps. If you can’t explain a process step by step, you don’t understand it well enough to improve it.
When you feel overwhelmed or unfocused, what do you do?
I reduce the scope. I pick one task and finish it. Sometimes that means stepping away, working out, or even just writing the process out on a whiteboard. Clarity removes overwhelm.
What is one strategy that has helped you grow your business or advance in your career?
Staying close to real environments. When I worked in senior living and later in consulting, I spent time on the operations side. I didn’t rely only on reports. That’s how I saw where systems broke down. That insight directly led to the development of Cyberhealth AI.
What is one failure in your career, how did you overcome it, and what lessons did you take away from it?
Early in my consulting career, I tried to implement large-scale changes quickly. It failed because people couldn’t adopt it. I learned to introduce changes in smaller steps. Now, I focus on integrating one clear improvement at a time.
What is one business idea you’re willing to give away to our readers?
A universal verification layer for outpatient procedures. Something simple, standardized, and required before and during care. It would solve many documentation gaps.
What is one piece of software that helps you be productive? How do you use it?
Secure video documentation platforms. I use them to review procedures and verify consistency. It removes guesswork.
Do you have a favorite book or podcast you’ve gotten a ton of value from and why?
Extreme Ownership by Jocko Willink. It reinforces accountability. The idea that you own outcomes applies directly to both leadership and systems.
What’s a movie or series you recently enjoyed and why?
The Founder. It shows how systems and persistence matter more than initial ideas.
Key learnings
- Real improvement comes from fixing specific gaps, not chasing big ideas
- Systems should verify actions in real time, not rely on after-the-fact reporting
- Simple, clear processes outperform complex, layered solutions
- Observing real workflows provides better insight than relying on reports
- Incremental change drives adoption more effectively than large-scale shifts