The customer experience, more specifically, being able to understand and strengthen partnerships with complex enterprises like hospitals, is just one of the many industry challenges. One of our many goals is to gain fundamental insights, understanding the customer side, so that we can see where vendor relationships succeed—and what makes them fall short.
To bring that perspective forward, Bill Mundt, Deputy CIO of University Health in San Antonio, shared real-world examples from his hospital system, covering challenges with vendor installs, frustrations when partners didn’t align with the organization’s needs, and lessons learned about vendor selection.
Mundt is a visionary executive with over 37 years of IT leadership experience across military and civilian operations. He specializes in designing and managing enterprise infrastructure and technology solutions that drive business performance, with deep expertise in the healthcare industry. Known for his crisis management skills and problem-solving approach, Mundt brings a strategic understanding of how technology shapes organizational success.
Trust and Transparency in Vendor Selection
Paying for good service and a trustworthy relationship is a necessity, according to Mundt. The decision criteria can be determined by service, reliability, track record, and security posture. Leadership should be on the lookout for vendors to bring specialized, next-level technologies that align with future growth.
“Just because it’s cheaper, that doesn’t mean that that vendor’s great,” Mundt said. “We’ve excluded vendors because of that. We’ve had bad installs and now bad relations with that vendor.”
Once the trust is broken, it is hard to repair—“bad taste” ends future opportunities. This reality is not uncommon; so even during the vendor selection process, there is a buy-in price, and it is worth it to find elite vendor options and business opportunities.
But it isn’t just about the vendor or the sales side of the industry, but the people caught in the middle. It’s not enough to have a great salesperson—the entire delivery team matters. This “holistic” side of the business is a pillar of vendor selection, trust, and transparency. “We had an engineer who spoke to our Chief Nursing Executive team and was saying bad things about the environment and scaring them. That was enough,” said Mundt.
Cybersecurity: The Biggest Barrier and Priority
As the conversation turned to the future, cybersecurity surfaced as one of the most pressing concerns. With hospitals under constant threat from ransomware and other attacks, Mundt stressed the need for partners who bring both technology and expertise to the table. Leadership should be willing to take risks when they see future value. However, risks must be shared with vendors, who should support education, training, and problem-solving when bumps occur.
Just because flashy technology is offered, it does not mean it is the best choice for the patients, users, or business at large. When push comes to shove, no one should be willing to accept the risk to bring this technology into their environment solely because of the cyber risks. A product may be innovative, but without security, it won’t be adopted.
There is always a balance with cybersecurity; there is some risk people must be willing to accept because of what it provides to the patient or the clinicians on their side. “You have to look at the big picture, and that’s what I’m here for, to look at that big picture,” said Mundt. “From the clinician side, the OR nurse, the VP, saying we need this. And then I hear from the technology side or the cyber risk side, and I have to balance that all out.”
The broader message was clear: healthcare IT leaders need vendors who understand their challenges, move with urgency, and deliver on promises. When those elements come together, partnerships can thrive—and the ultimate winner is patient care.
What Healthcare Partners Are Really Looking For
When it comes to vendor relationships, Mundt made it clear that hospitals are not just buying technology, they’re looking for partners who understand the stakes. At University Health, every system, every integration, and every decision ultimately impacts patients and clinicians. That means vendors must bring more than a polished sales pitch.
Responsiveness sits at the top of the list. “I pride myself on being very responsive, and I expect the same from the people I work with,” said Mundt. Whether it’s answering questions, resolving issues, or providing updates, timely communication builds confidence and shows respect for a hospital’s fast-paced environment.
But speed alone isn’t enough. Hospitals are looking for long-term reliability, not one-time fixes. Vendors who can support their solutions for years, through upgrades, integrations, and expansions, become true partners in progress. A quick patch may solve a problem today, but reliability means ensuring that technology continues to serve patients and clinicians tomorrow.
Turning Insight into Action
Mundt’s perspective makes one thing clear: successful healthcare IT partnerships are built on more than just technology. Hospitals need vendors who are responsive in a crisis, transparent in their dealings, and deeply committed to the mission of patient care. With growth, complexity, and cybersecurity challenges increasing every year, the vendors who stand out will be those who invest in relationships—not just sales.
At the heart of it, Mundt reminds us that hospitals aren’t simply looking for products; they’re looking for partners who understand that every technical decision impacts real people—patients, families, and clinicians. For vendors willing to embrace that responsibility, the opportunity to create lasting value has never been greater.
Bill Mundt is the Deputy Chief Information Officer at University Health in San Antonio, where he leads strategic initiatives that align technology with the mission of advancing patient care. With more than 37 years of IT leadership experience across both military and civilian operations, he has deep expertise in healthcare IT, enterprise infrastructure, and cybersecurity. Known for his crisis management skills and pragmatic problem-solving approach, Bill has overseen the implementation of complex technology solutions that improve organizational efficiency and clinical outcomes. He is recognized for fostering strong vendor partnerships built on trust, transparency, and long-term reliability. At the core of his leadership philosophy is a commitment to ensuring that every technical decision supports the clinicians, staff, and patients who depend on University Health.