In a small town, dreams often fade mid-sentence. Hers didn’t. She started with bracelets, reached operating rooms, and today she is assembling a digital healthcare system so that any child from the provinces gets the same care as in a top city clinic.
Correspondent: Where did it all begin
Gavkhar: With plans at 14. I saved pocket money, made bracelets, and convinced shops to take them on consignment. After a string of rejections one said yes. That small win became my life rule: plan, act, finish.
Correspondent: When did medicine become your path
Gavkhar: At university I joined the Andijan branch of the Republican Specialized Scientific-Practical Medical Center of Oncology and Radiology. I assisted in more than a hundred surgeries and joined a research group led by Dr. M. K. Sultankov. Biology turned into immuno-oncology. I dived into T cells and the immune response to tumors and realized I wanted to merge science with the organization of care.
Correspondent: You are about community as much as science
Gavkhar: In 2019 we created the youth charity Tvori Dobro, Andijon. There are more than fifty of us now. One project is called Room of Joy. We transform pediatric wards into bright, welcoming spaces. It changes how children and parents feel even before they see a doctor.
Correspondent: You are studying in the US now. What are you building there
Gavkhar: I’m in a master’s program in Health Information Management at Lewis University. My focus is to assemble a working digital system for healthcare. Three pillars: EMR/EHR integration, AI-based triage, and a cost prediction module. The goal is simple and firm: treat smarter and allocate resources more fairly.
Correspondent: Sounds like architecture. How will it work in practice
Gavkhar: A single patient data core from the EHR. On top of it an AI triage module that quickly reads urgency and routes to the right specialist. Alongside it a cost analytics block that shows financial risks in advance for the patient and the clinic and suggests more affordable alternatives where appropriate. The whole logic aims at equal access and clear decisions.
Correspondent: What does equal access mean without pretty words
Gavkhar: When a child from a small town doesn’t wait for weeks just because no one triaged them in time. When a family sees a transparent cost forecast before treatment, not after. When recommendations consider severity and the family’s real-world options. I bake this lens into the system by default.
Correspondent: Which data and processes drive this system
Gavkhar: High quality clinical documentation and disciplined data entry. Otherwise no AI will save us. Second is routing. A patient should not wander through corridors and help desks. The system must guide step by step: intake, triage, diagnostics, treatment, rehab, remote monitoring. Third is feedback. We measure what actually works and quickly change what doesn’t.
Correspondent: Where does your immuno-oncology fit here
Gavkhar: It is the base of my motivation and the future specialization of the clinic I want to build. Pediatric oncology where genomics, digital pathology, immunotherapy, telemedicine, and wearables live under one roof. I’m building the digital framework so these directions plug in later without pain.
Correspondent: You belong to several professional communities. Why do you need that
Gavkhar: I’m a member of AHIMA, ASCO, and the National Society of Leadership and Success. It gives access to practices, people, and tough feedback. Every project has blind spots. Better when colleagues point them out before a patient ever sees the system.
Correspondent: What moment from the past do you recall when it gets hard
Gavkhar: Crowded homes, single mothers, children without a fair chance. I promised myself that if I ever had capital, financial or intellectual or emotional, I would return it to my region. Now I’m building a system that does this systematically, not as a one-off.
She grew up in Andijan, a place where dreams often hit the ceiling of daily life, and from there a project took off that now aims to change medical routine in practice. Her path did not begin with grants but with bracelets she sold during school, guided by one rule plan – act – finish. Later came operating rooms in Andijan, more than a hundred assisted procedures, and the research group of Dr. M. K. Sultankov, where biology turned into immuno-oncology and into a clear view of how disease works and how often a patient gets lost in papers and hallways. In 2019 she and volunteers launched Tvori Dobro, Andijon and created the Room of Joy for pediatric wards so fear would fade before a doctor even entered. Today she is in a master’s program in Health Information Management at Lewis University, a member of AHIMA, ASCO, and the National Society of Leadership and Success, and she is building a system driven not by slogans but by engineering discipline.
At the center of her architecture is a single patient core built on FHIR and SMART on FHIR. Medical history, labs, imaging, orders, discharge notes, and the care plan converge into one profile and reach the clinician at the exact moment they are needed. This approach opens the door to TEFCA exchange and removes the zoo of ad hoc bridges and manual exports. The patient sees everything in one portal and in plain language, not a pile of cryptic abbreviations. Access is cut by attributes with surgical precision – down to field level. If a staffer needs one value from an Observation, that is all they see. In emergencies a controlled break glass works with mandatory justification and an immutable trail in the audit log. Logs live in WORM storage, entries are signed with Provenance, consents are machine readable, versioned, and revocable. A person can narrow or expand access quickly and can always see in their portal who opened their data and why.
The next layer is smart triage. At intake the algorithm assesses urgency and route, pointing to the right specialist and the first studies to run. It does not diagnose and it does not argue with the physician – it cuts noise, catches severe cases, and explains its own decisions. All work runs in a sandbox. PII filters sit before and after the model, context is limited to the task, risky scenarios are blocked, and contentious cases escalate to a human. There is no PHI in logs, only verifiable metadata. The goal is simple – speed up sorting without turning a clinic into a test range.
The third node tackles the sorest spot – money. Before a visit the family sees a cost forecast with a range and a confidence index, and self-pay patients receive a Good Faith Estimate. The module accounts for professional and facility splits, CPT modifiers, NCCI bundling, in-network status, and policy specifics. This strips away post-treatment surprises and lowers the toxicity of bills. Administrators get clear accuracy metrics and obvious levers for improvement instead of a haze of complaints and recalculations.
Operations are built as an end-to-end patient route. Intake, triage, diagnostics, treatment, rehabilitation, then home monitoring through telemedicine and wearables. Every handoff is measured. If time to appointment grows, scheduling and routing are fixed. If the guiding logic misclassifies, the model is retrained and the process rewritten. Iterations are short, changes tie to releases so the impact of each step is visible. In parallel come staff training, call center scripts, and regular security chaos tests – better to break it yourself than wait for someone else.
The launch specialty of the future clinic is pediatric oncology. Under one roof will live genomics, digital pathology, immunotherapy, telemedicine, and real-world analytics. The digital frame is designed now so new blocks plug in without pain later. The patient map stretches from molecular profile to daily activity at home, and recommendations consider not only clinical protocols but the family’s real options. The point is not to impress with interfaces but to ensure a child from a small town gets timely care and does not vanish in paperwork, calls, and invoices.
Her motivation is the same as on day one. Crowded homes, single mothers, children with no chance – not a tale for inspiration but a checklist. When capital appears – financial, intellectual, emotional – it goes back into the region and into the system. This architecture was built to scale, to survive audits, attacks, and rising load in the US, then to open branches where the idea was born, including Uzbekistan. Three simple words remain the project’s working rhythm and the editorial test for any feature plan – act – finish.
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