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With the hospital’s centennial celebration behind him, Torrance Memorial CEO Keith Hobbs is laser-focused on the future. Pulse magazine sat down with him to map out the road ahead. Here are some highlights from his conversation with interviewer Diane Krieger.
As Torrance Memorial enters its second century, what changes can the community expect?
One hundred years ago, a promise was made: to care for our neighbors, to embrace innovation and to build something that would stand the test of time. Much has changed, but our core mission remains the same. Every step we take forward is rooted in people—our physicians, our staff, our volunteers, our community. They are the heart of this hospital.
The community can expect expanded access to local and specialized services and continued excellence in the delivery of care. Our affiliation with Cedars-Sinai continues to be a catalyst for growth—especially building on our capabilities in cardiovascular care, oncology and neurosciences. This partnership gives South Bay residents access to more advanced treatments and cutting-edge clinical trials without leaving the community.
We’re also integrating advanced digital technologies like AI-assisted diagnostics. And we’re laying the groundwork to become a full academic medical center so we can train and empower the next generation of health care leaders.
Can you name specific forward-looking projects now underway?
We’re going through the expansion of the emergency department to double its size. We will become the first two-story ED in California, which represents a groundbreaking advancement in the way we deliver critical care.
Why a two-story ER?
There wasn’t enough space around our existing emergency department to go outward. The most cost-efficient location was literally right above the current space, which happened to be vacant. It used to be an ICU that we closed in 2014.
In terms of patient experience, will a double-decker ED feel any different?
Patients really should see no difference except faster care, thanks to a doubling of our capacity.
You mentioned Torrance Memorial’s aspirations to become a teaching hospital. What is the time frame for housing a full residency program here?
Our residency program is already underway, with a clear road map for expanding into additional clinical disciplines across the Health System.
Last fall we introduced an internal medicine elective and primary care rotation for Cedars-Sinai residents. In Fiscal year 2025-26, we will expand these offerings to include an orthopedics rotation for Harbor-UCLA residents and a thoracic surgery rotation for Cedars-Sinai residents.
Over the next two years, we anticipate providing more rotations for Cedars-Sinai residents in general surgery, neurosurgery and high-risk percutaneous coronary intervention. Beginning in 2028, we will evaluate these rotations and initiate planning for a fully established Torrance Memorial residency program—positioning Torrance Memorial as the primary training site for all our residents.
Cedars-Sinai resident Mia Goldman, MD (second from left) joins Torrance Memorial's inaugural medical teaching hospital program alongside (from left) Torrance Memorial Physician Network Medical Director Anthony Chen, MD, office manager Eva Zamora and primary care physician Rumi Cader, MD.
You mentioned some technological advances. Can you elaborate?
Torrance Memorial has implemented what we call the “digital front door” — a more convenient, patient-friendly way to engage with our health system. About a year ago, we started offering patients the option to submit their information online—at their leisure, from a computer, tablet or mobile phone. I actually used it myself just last night for an upcoming appointment. When I arrive at the clinic, there’s no need for a clipboard —everything will already be in the system.
We’re also rolling out an innovative AI-assisted technology called “ambient listening” to improve the care we provide. This technology is already in use at many of our primary care clinics. Our primary care physicians now ask for permission to record every patient visit. With patient consent, physicians can now record each visit. The recording is securely uploaded to the patient’s medical record, and the chart is automatically updated—improving both accuracy and efficiency. Our physicians are more easily able to focus on the patient over the computer screen. From a work-life balance perspective, it means doctors won’t have to review hundreds of records to finish their charting after hours. It’ll all be done in real time.
Is there any concern about protecting patient privacy?
AI in the hospital setting has to come with strict guardrails. Because this technology is part of our electronic medical records system, it is secured like all other patient records. And ambient listening filters out personal information. For example, if you talk about your grandkids, AI knows to delete that part of the conversation.
Where else will ambient listening technology be deployed?
AI technology is rapidly evolving, and we plan to expand its use into our urgent care clinics and emergency department soon, with future integration across all our nursing units. Our goal is simple, to give our staff more time to focus on what matters most— caring for our patients.
Any other smart technologies on the horizon?
We’ve added AI to our lung screenings to help identify cancers in earlier stages.
Is Torrance Memorial ahead of the curve with AI?
We’re not the first hospital to incorporate AI, but we’re an early adopter. Given the size and long-standing success of our organization, and our affiliation with the Cedars-Sinai Health System and its large academic medical center, we need to be at the forefront of emerging tech.
We are preparing for what’s next. Investing in research and innovation. Prioritizing wellness. Deepening our partnerships. Staying true to the values that have carried us through a century of care. Together, with our affiliation with Cedars-Sinai, we can accomplish anything in the next 100 years. Because this is more than a hospital—it’s a legacy. A living, breathing promise to care, to serve and to lead.
