Latest / The Advancing Healthcare Innovation Show / E194 | Jen Hopper | Why Is Healthcare Still Using Clipboards?

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E194 | Jen Hopper | Why Is Healthcare Still Using Clipboards? · The Advancing Healthcare Innovation Show

• 0:01
  [music]
• 0:10
  >> Hello and welcome back to the Advancing
• 0:13
  Healthcare Innovation Show. I am your
• 0:15
  host, Michael Stamatinos, and if you're
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  really fabulous conversations with some
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  incredible leaders that are
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  Okay. So, I've been doing a lot of
• 1:14
  thinking lately, and you know what's
• 1:16
  interesting to me?
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  Um we've been talking about digital
• 1:20
  transformation in healthcare for a long
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  time.
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  And I and I mean a long time.
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  And yet, when you go into a doctor's
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  office,
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  there's in many instances, there's
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  there's actually still a clipboard there
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  waiting for you.
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  >> Sure. Yeah.
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  >> I mean, it's it's 2026. How does this
• 1:36
  happen? And here's what I think.
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  >> Yeah.
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  >> I believe that this is something that um
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  we've been saying for a while now, but
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  there's a big difference between things
• 1:48
  that are happening inside of a health
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  system, folks that are buying
• 1:51
  technology, and what a health system
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  does to configure that technology for it
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  to be ready to be used to deployed at
• 2:02
  scale.
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  So, those are two totally different
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  things. And today's guest, Jen Hopper,
• 2:08
  who is a digital transformation leader
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  at Beacon Health System, one of the
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  largest
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  uh locally owned non-profit health
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  systems in the Midwest. They are serving
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  thousands of patients every single day
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  across Indiana and Michigan. And I think
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  what I find compelling
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  about what Jen
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  uh thinks and how she approaches this
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  type of work is she she doesn't call
• 2:31
  them users or encounters and she calls
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  them stakeholders. I I I find that
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  really fascinating. I think this is a
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  different mindset and I want to really
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  kind of explore that today. So, outside
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  of Beacon, she's been widely recognized
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  and um you obviously only get that when
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  you show up and you're consistent and
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  you're diligent about the work that
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  you're doing every single day. So, I'm
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  really excited to jump into this one.
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  Jen, awesome to see you. Welcome to the
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  show.
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  >> Thanks, Michael. I'm delighted to be
• 2:59
  here. I love your program.
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  >> Thank you. Thank you. Thank you. All
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  right. So, before
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  before we dig into Beacon and all the
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  work that you and your team are doing, I
• 3:08
  I I always want to sort of
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  I don't know. It'd be nice to kind of
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  know the person
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  um in terms of how you how you how you
• 3:16
  got here. So, maybe maybe take me back.
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  Was there like a specific moment, an
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  experience where you looked at how see
• 3:26
  how patients were being treated and
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  thought, "You know, this is
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  this is not great um
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  and somebody needs to improve it." Like,
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  what was there a moment like that for
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  you that kind of brought you to this
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  type of work?
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  >> You know, I started my career my early
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  career in in customer service. So, I had
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  that really drilled into my head. I
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  worked retail for a long time
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  uh and contracts and I was like dealing
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  with with patients who were part or
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  sorry, clients that were part of an
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  acquisition
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  >> Yeah.
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  >> that um had to resign contracts and so I
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  I had this like these lots of
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  conversations with really frustrated
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  people. So, my early career was really
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  framed by how how we talk about common
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  goals and make sure that we're meeting
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  common goals.
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  And as I got older
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  one of uh
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  the first jobs I had out out of college
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  was in marketing and I came in as a
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  marketing strategist at actually one of
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  our other local health systems.
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  And got a good education from some
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  wonderful professionals there about how
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  marketing is different in healthcare
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  versus um you know, the other worlds I'd
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  been a part of.
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  And at the same time my dad um had a
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  major health event and not at that at
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  our health system, but I was able to to
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  join him as just support um at that
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  healthcare system and to see how they
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  operated and
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  um that was a real like seeing it with
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  that lens on was very different.
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  >> Yeah.
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  >> Interesting.
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  >> So
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  um he had a wonderful experience at that
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  location and you know, he he had uh he
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  had cancer so he had several other
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  hospital visits over that time and I was
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  able to see how those experiences
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  differed from different organizations
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  and the pressures that um as caregivers
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  we felt like we were under in some cases
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  to keep an eye on him to make sure that
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  he was being fed, to make sure that um
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  his physician was informed about uh
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  things that we were informed about
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  things. So, um
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  that all of that happened at a really
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  formative time for me.
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  >> Um that's super interesting.
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  You know, I mentioned it earlier but you
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  know, you you you write about patients
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  as stakeholders. Um
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  like where did that come from? Cuz
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  that's like you don't usually hear that
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  framing in the industry.
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  Um was there like a person behind that
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  idea? I'm just very curious.
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  >> talking.
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  >> [laughter]
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  >> Yeah, I mean everybody's a stakeholder,
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  right? It when
• 5:57
  >> Okay.
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  >> any initiative that we do, we uh it's
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  it's my MBA talking. It's the process
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  improvement training I've had. Uh you
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  have to look at everybody that's
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  involved in a business decision or a
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  workflow that you're changing.
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  >> Right.
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  >> Um and I think in healthcare, to your to
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  your earlier point,
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  our
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  our history in healthcare is looking out
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  for ourselves because patients did not
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  have a choice, right? You You went to
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  the doctor. You went to the doctor that
• 6:28
  your insurance company told you to go to
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  because you didn't have a choice. And
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  you
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  you just dealt with it.
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  Um the climate that we're in now,
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  patients have a choice. They absolutely
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  have competing health systems. They have
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  competing retail providers around us.
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  Um and some of those retail providers
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  uh have really great customer service
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  experiences. So, we're going from a
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  world where we may deliver excellent
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  care, but we're not giving you the
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  patient tools that you get from a Amazon
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  or a CVS or
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  a Walgreens or some of these other
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  retail folks that have a customer
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  experience solid. Um
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  we have to figure out how to navigate
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  that now and and deal with the the
• 7:10
  competition from unexpected directions.
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  >> You know, also that that point, the
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  consumer is getting way more educated.
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  You know, we're talking about folks that
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  aren't just tech-savvy now. They're
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  They're tech-dependent. You know, they
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  grew up with a smartphone.
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  Information's easily accessible.
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  It It It takes literally less than 10
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  seconds for someone to Google a doctor
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  or clinic to make a very
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  quick assumption as to whether or not
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  if going to be good for them to actually
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  go there or not. And if it's not,
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  >> [clears throat]
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  >> like we're just in an instantaneous
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  society where people want information at
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  the snap of a finger, and then they make
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  choices.
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  And those choices, obviously, lead to
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  either people walking into your clinic
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  or not walking into your clinic, which
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  are which are huge.
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  For sure.
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  >> And
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  so, you know, Beacon is pretty pretty
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  vast. I mean, this is like nearly 150
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  care sites. You guys are serving
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  thousands of patients
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  >> Yeah.
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  >> every single day.
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  Um
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  it
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  I'm just thinking, like
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  what does If you try to change how an
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  organization
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  of your size actually
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  delivers
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  on that digital experience, that that
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  digital promise, what does
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  that look like on the ground?
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  Like, what is a what is a Tuesday
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  morning, or whatever? What is a
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  Wednesday morning feel like when you're
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  in the middle of like a rollout of a
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  project of some sort?
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  >> There's so many things that go into it
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  that I think folks from outside might
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  not see. There's a lot of
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  standardization that we have especially
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  had to tackle.
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  Uh I'm trying to think back. So, Beacon
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  Health System,
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  my husband's been working for Beacon for
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  like 15 years. And when he started, he
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  worked for one of our community
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  hospitals before it was acquired by the
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  other hospital. And when that hospital
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  acquired it, it became Beacon.
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  And at that time, we had
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  non-standardization between those two
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  hospitals. Well, since then, we've
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  acquired three other hospitals and
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  health system and a two physician
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  networks and so on. So, all of these
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  docs had processes of their own. They
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  had new patient forms. They had digital
• 9:24
  intake, or you know, registration forms,
• 9:27
  and so on. Any form you can think of,
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  and there's a million of them, right?
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  >> Yeah.
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  >> That that we've had to process. They
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  were all unique. So, the first thing we
• 9:34
  have to do is standardize that. Because
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  if we're going to digitize anything,
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  make anything a digital experience, it
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  has to be standard. And that continues
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  to be a challenge. We haven't stopped uh
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  staying
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  >> Do you feel like clinicians don't like
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  the word standardization? I mean, I I
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  don't think I've ever
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  I don't think I've ever met a clinician
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  that's like, "Yes, standardize this,
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  please." Like, they don't They don't
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  like the word. It's a dangerous word.
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  It's a dirty word.
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  >> No, it's a dirty word because they want
• 10:00
  to They don't want anything to come
• 10:02
  between them and the care that they
• 10:03
  provide, and they believe that they need
• 10:06
  their process to deliver that care. So,
• 10:09
  obviously we have physician dyads, we
• 10:11
  have groups that meet, that work with
• 10:13
  physicians to try to Everybody agrees on
• 10:15
  the thing that they need.
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  But, it is a process.
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  Yeah.
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  >> When you have disruptive innovators
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  Sorry, finish your thought. I thought
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  you were going to say something else.
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  >> Uh I was going to go through the rest of
• 10:27
  the process that it takes to to
• 10:28
  digitize, but okay.
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  >> I go Yeah, I want I want I want to know
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  more. Yes.
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  >> Sure. Yeah, so so once we've got our
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  information standardized that we need,
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  then we we have to look at what happens
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  on the back end to it. And so we've got
• 10:41
  to standardize the workflows. And uh
• 10:44
  again, from office to office, you might
• 10:46
  have um
• 10:48
  front desk staff that're doing
• 10:49
  everything, or there might be a back
• 10:50
  office process that does part of it.
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  Then we we have to standardize all of
• 10:53
  that.
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  Uh we
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  sit down and talk about the patient
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  experience. So, uh one of the things
• 11:00
  that we have done is the Google design
• 11:02
  sessions. So, think about what's the
• 11:05
  ideal way for the process to work? How
• 11:08
  do we get there? How might we? Right?
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  That's the question that Google asks is
• 11:11
  how might we? How might we do that?
• 11:13
  >> a powerful question. How might we?
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  Because that encapsulates everyone
• 11:18
  working all together. There's probably a
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  lot of NLP baked into that one.
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  >> Absolutely. And And it's great when we
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  get into these sessions, if you can
• 11:27
  really step step out of all the reasons
• 11:30
  that you can't, right? That's the hard
• 11:31
  part is stepping away from we can't do
• 11:33
  that because or this is the way we've
• 11:35
  always done it. Step back and we talk
• 11:38
  about how might we. How might and and
• 11:40
  and think big picture. How might we get
• 11:43
  the patient
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  uh get the patient's registration before
• 11:46
  they get to the office. What's the best
• 11:48
  way to do that? Is that through the
• 11:50
  mail? Is that through a digital
• 11:51
  registration? How might we deliver it in
• 11:53
  more than one way, right? So,
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  >> Right.
• 11:56
  >> can we can we collect it on the phone
• 11:58
  for patients that um maybe don't have
• 12:01
  access to either of those methods
• 12:02
  methods.
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  >> Right.
• 12:04
  >> So, those are really powerful sessions
• 12:07
  and it often because they are
• 12:09
  multi-disciplinary sessions often get
• 12:12
  people that are working outside of those
• 12:14
  groups get their wheels really turning
• 12:16
  because it helps them to see how the
• 12:17
  work that everybody else does affects
• 12:20
  their work and vice versa.
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  >> Are those sessions are they timed? Are
• 12:24
  they facilitated? Like how do you not go
• 12:26
  down a rabbit hole?
• 12:28
  >> Yeah, that they they do tend to be
• 12:30
  timed. Um we often have to break them
• 12:32
  into multiple sessions to you know,
• 12:34
  everybody's got a busy calendar, but if
• 12:36
  you can get a couple of hours in
• 12:37
  straight on that work, the ideas really
• 12:40
  get flowing.
• 12:41
  >> Mhm. So, let's just say you have
• 12:44
  a host of ideas and I would imagine that
• 12:47
  you don't have a shortage of good ideas.
• 12:50
  Like a lot of people have good ideas,
• 12:52
  but how what makes a
• 12:53
  >> Yeah.
• 12:54
  >> What makes a good idea
• 12:56
  get on the priority list to actually get
• 12:58
  executed? Like what has to happen?
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  >> That's a that's a great question,
• 13:04
  Michael. I There's
• 13:06
  there's a process of what are good ideas
• 13:09
  that can happen now and what are good
• 13:10
  ideas that we are going to work toward,
• 13:12
  right? So, that I think is honestly the
• 13:15
  bigger question is how do you you can
• 13:18
  get to some great ideas that you can
• 13:19
  execute on now and some of that even is
• 13:21
  a bit of a process, but not losing sight
• 13:24
  of the great ideas that you had
• 13:27
  um at the beginning that maybe we
• 13:28
  couldn't execute on. Maybe the vendor
• 13:30
  technology isn't there or we don't have
• 13:33
  the staff to support that
• 13:36
  that complete change in workflow.
• 13:39
  That's the hard part I think cuz we come
• 13:41
  up with some great ideas that just kind
• 13:42
  of get lost because we get in stuck in
• 13:45
  the day-to-day. And then in 3 years we
• 13:46
  go to re-redue these design sessions and
• 13:49
  somebody goes, "I think we had some
• 13:51
  notes. Yeah, I got to dig that up."
• 13:53
  >> [laughter]
• 13:54
  >> Well, is it Is it more along the lines
• 13:56
  of, "Hey, really good solution,
• 13:59
  low friction to deploy it,
• 14:02
  high return." And if it's low friction,
• 14:06
  high return, like
• 14:07
  let's rank it.
• 14:09
  >> Yes.
• 14:09
  >> Is it Is it one of the It's kind of one
• 14:11
  of those. Okay.
• 14:12
  >> We definitely put that on a scale.
• 14:14
  >> Okay.
• 14:15
  Okay.
• 14:16
  And then you mentioned something around
• 14:18
  vendors. And I I really don't like the V
• 14:21
  word
• 14:22
  because it seems so super
• 14:25
  transactional
• 14:26
  and non-committal and non-relationship
• 14:29
  oriented. But I guess what's like the
• 14:31
  biggest mistake that
• 14:34
  vendors make when they walk into Beacon
• 14:37
  and
• 14:38
  they're trying to tell you a story and
• 14:40
  pitch you on transformation. Why What do
• 14:43
  they
• 14:44
  maybe almost always get wrong?
• 14:49
  >> I think when they're doing these
• 14:51
  conversations, they spend a lot of time
• 14:53
  because because they're writing the
• 14:54
  checks, right? They're talking to
• 14:55
  leadership. And And that's great cuz
• 14:58
  they've got to sell them on the vision.
• 15:01
  But getting some of the folks that are a
• 15:03
  little bit closer to the ground involved
• 15:05
  helps you to ask the right questions and
• 15:07
  understand
• 15:09
  uh how far are we from really getting to
• 15:12
  this solution?
• 15:13
  And how do we get buy-in? Cuz if you
• 15:15
  can't get the leaders involved that are
• 15:18
  a little bit further down
• 15:20
  and get them engaged and get them
• 15:22
  excited, and get them believing that you
• 15:24
  can execute on it, it's going to be a
• 15:26
  hard row.
• 15:28
  >> Mhm.
• 15:28
  >> [clears throat]
• 15:29
  >> Mhm.
• 15:31
  So, let's just say they get through
• 15:34
  they get through all the
• 15:36
  the gauntlet.
• 15:38
  Mhm. They have
• 15:39
  executive buy-in.
• 15:41
  They have buy-in amongst um sort of
• 15:45
  mid-level, front line. They get all of
• 15:47
  that.
• 15:48
  I would love to hear a story about maybe
• 15:50
  a specific implementation that
• 15:53
  that really humbled you.
• 15:55
  You know, maybe something that you're
• 15:56
  super confident about. Um
• 16:00
  and obviously you you're always kind of
• 16:02
  all in, but like what happened
• 16:04
  >> Right.
• 16:04
  >> from that, and you know, what did you
• 16:07
  what did you kind of learn from it?
• 16:10
  >> Gosh, I could tell you Oh, gosh, how to
• 16:12
  pick a story.
• 16:13
  >> I mean, just just just
• 16:15
  pick one. Pick one where you feel good
• 16:18
  about sharing it.
• 16:20
  >> Sure. I will say the first time I
• 16:23
  implemented digital registration,
• 16:26
  I had come from an HRIS vendor. It was a
• 16:28
  startup. It was a small organization,
• 16:30
  and I was used to meetings that had
• 16:33
  six or eight people in them.
• 16:35
  >> Yeah.
• 16:36
  >> And coming into health care,
• 16:39
  these meetings, and these were
• 16:41
  operational meetings week after week
• 16:43
  after week, had easily had 30 to 50
• 16:46
  people in them. Everybody had to be a
• 16:48
  part of designing this experience.
• 16:51
  >> Wow.
• 16:51
  >> I'm not going to say that everybody on
• 16:52
  those calls was engaged, but
• 16:54
  >> Right.
• 16:55
  >> that was really overwhelming for me at
• 16:57
  the beginning to be like, "Golly, I we
• 17:01
  we got to get all of these folks bought
• 17:03
  in, and
• 17:05
  and engaged, and organized, and the
• 17:08
  scope of really what we had undertaken
• 17:12
  uh kind of hit me. Since then, um we
• 17:15
  have implemented digital registration a
• 17:17
  second time and
• 17:20
  I coming from the vendor side now have a
• 17:24
  lot of expectations of I'll stop using
• 17:26
  that word, partner side.
• 17:29
  >> Yeah, yeah, I like that. But this is
• 17:30
  your episode. You can do whatever you
• 17:31
  want.
• 17:32
  >> [laughter]
• 17:33
  >> Um, coming from that side and and having
• 17:36
  seen the back end and and I know what I
• 17:39
  expected of my team when I managed an
• 17:41
  integrations team
• 17:43
  the the
• 17:44
  quality of work that I expected, um,
• 17:48
  what I would and would not deliver to a
• 17:50
  a client.
• 17:51
  Uh, I I keep my standards pretty high
• 17:54
  and some of the vendors, and I will say
• 17:58
  more recently than uh, when I first
• 18:01
  started at this health system 5 years
• 18:04
  ago
• 18:05
  really surprised me in what they're
• 18:06
  willing to let walk out the door.
• 18:09
  >> Really?
• 18:10
  >> Mhm.
• 18:11
  >> Just not high enough standards.
• 18:13
  >> Mhm.
• 18:13
  >> Do you let them know that? Do you let
• 18:14
  them Do you Do you let them know that?
• 18:16
  >> I do, but I'll tell you, Michael, I
• 18:19
  think I think it's AI and and you know
• 18:22
  me, I write about AI, I love some AI, I
• 18:25
  am excited about the future that AI can
• 18:27
  bring to health care cuz there's so much
• 18:28
  opportunity, but I also think it's
• 18:30
  really easy to push stuff out and have
• 18:34
  false confidence in it because it came
• 18:37
  from AI and I think that happens a lot.
• 18:40
  >> You can't outsource your thinking.
• 18:42
  You just can't.
• 18:43
  >> And you can't It can help It can
• 18:45
  Yeah, I was going to say, you got to
• 18:46
  have a human
• 18:47
  in many instances. You know, we were
• 18:49
  just kind of talking about this
• 18:51
  uh, off camera and
• 18:53
  you know, at what point
• 18:56
  is the trade-off worth it?
• 18:58
  >> Yeah.
• 18:59
  >> To to remove the human
• 19:00
  to fully go AI and I've I have this
• 19:03
  >> Yeah.
• 19:03
  >> I have this theory
• 19:05
  and it's just I kind of call it the AI
• 19:07
  treadmill.
• 19:08
  And people are super excited to get on
• 19:10
  the treadmill. And they're like, "Look,
• 19:12
  we're moving. We're doing all these
• 19:14
  things."
• 19:16
  But what they don't realize is that
• 19:18
  they're actually on a treadmill. They're
• 19:20
  not actually advancing and going ahead.
• 19:23
  They're just on a treadmill.
• 19:25
  What do you say to leaders
• 19:28
  that
• 19:29
  think they're moving, but they're on a
• 19:30
  treadmill?
• 19:32
  How do you let them know that they're
• 19:33
  actually on a treadmill and not actually
• 19:35
  moving ahead?
• 19:37
  >> I think it's hard. You have to prove it.
• 19:38
  And and executive leadership is that
• 19:40
  way, right? They're going off the data.
• 19:42
  So, you have to prove that yeah, we
• 19:44
  saved time here, but we're not saving it
• 19:47
  here. You got to break it down to
• 19:48
  numbers. That's the language that they
• 19:49
  understand. Break it down to numbers and
• 19:51
  dollars.
• 19:52
  >> [clears throat]
• 19:53
  >> What is this What is sort of the metric
• 19:57
  Let's just say that intake and
• 19:58
  registration project that
• 20:02
  didn't go as planned the first time. It
• 20:04
  sounded like there were too many chefs
• 20:06
  in the kitchen.
• 20:07
  >> Yeah.
• 20:07
  >> There's probably a mismanagement of
• 20:08
  expectations. And you try to please
• 20:11
  everyone, which in the end means you
• 20:13
  please no one.
• 20:14
  Um
• 20:15
  >> No, I get
• 20:15
  >> You deploy it for the second time
• 20:18
  and
• 20:19
  you nail it. You tighten things up. Talk
• 20:21
  about what you tightened up, and then
• 20:24
  what were the metrics that you and the
• 20:26
  team landed on
• 20:28
  that everyone was like, "Yeah, we feel
• 20:29
  good about these numbers. And if we hit
• 20:30
  these numbers, like
• 20:32
  we're doing great." What was that like?
• 20:35
  >> Sure. Yeah, so the There's a couple of
• 20:38
  things that we learned. The first time
• 20:39
  we implemented a digital registration
• 20:41
  was the first time. We didn't know
• 20:42
  anything about it. We didn't really know
• 20:44
  what the goal was, and we were expecting
• 20:46
  that vendor to be our guide, right? Help
• 20:49
  us understand
• 20:51
  um
• 20:53
  that maybe a shorter interview or a
• 20:55
  shorter registration form is better.
• 20:57
  They let us
• 20:58
  put together the you know, the Bible of
• 21:01
  registration forms. And then when
• 21:02
  patients didn't complete it, you know,
• 21:04
  it took a few weeks for them
• 21:06
  >> So, you frankenstein you frankenstein
• 21:09
  >> Very much because everybody said we have
• 21:11
  to have this question. We have to ask
• 21:13
  this every time. And
• 21:16
  patients got frustrated cuz nobody wants
• 21:17
  to answer where they work every time
• 21:19
  they come to the doctor because you do
• 21:22
  change jobs more than once a year
• 21:23
  probably not. So there are just
• 21:25
  questions like that that they patients
• 21:27
  rightfully get frustrated with being
• 21:29
  asked every time. So we paired that down
• 21:32
  and we got it down to a list of
• 21:34
  questions that that really
• 21:36
  um
• 21:37
  felt like the right number and and our
• 21:39
  number showed it because we saw really
• 21:41
  good engagement from patients.
• 21:43
  They once they start the form they
• 21:44
  complete the form.
• 21:46
  So we had that base to start with with
• 21:49
  the new vendor.
• 21:50
  And
• 21:51
  we're still learning the new vendor
• 21:54
  works a little bit differently. So
• 21:57
  the way that we get analytics from this
• 22:00
  new platform is different from the last
• 22:02
  one. So we're trying to you know
• 22:04
  solidify that. What we're hoping to be
• 22:06
  able to tell the story that we'd like to
• 22:08
  be able to tell with some time because
• 22:11
  what we did is consolidate several
• 22:12
  vendors into one
• 22:14
  is to look at the the
• 22:16
  the whole patient journey. So patients
• 22:19
  that schedule online
• 22:21
  and to complete registration tend to
• 22:24
  show up to their appointment early, tend
• 22:26
  to self-arrive. We want to be able to
• 22:28
  prove these theories out cuz we believe
• 22:30
  them to be true but nobody knows without
• 22:32
  the data. And then how do we serve these
• 22:35
  digital patient segments better
• 22:38
  um and cater to patients that may need a
• 22:41
  little bit more
• 22:43
  holding.
• 22:45
  >> That's that's interesting cuz I think
• 22:46
  along the same lines
• 22:48
  um
• 22:49
  you've you've talked about um patient
• 22:52
  acquisition like there's a there's a
• 22:54
  difference between patient acquisition
• 22:56
  and um operational readiness. So we kind
• 22:58
  of talk we talked a little bit about
• 23:00
  this off camera but I think uh there are
• 23:02
  a lot of health systems that that might
• 23:04
  be guilty of this where they they build
• 23:07
  the front door and um,
• 23:10
  the house isn't
• 23:12
  necessarily ready yet.
• 23:14
  How did How did you learn that lesson?
• 23:16
  And how do you
• 23:18
  protect, you know, against that
• 23:20
  happening at at Beacon?
• 23:23
  >> Yeah, that's a great question. Uh, we we
• 23:25
  learn every time every every time we put
• 23:27
  together a a new product and roll it out
• 23:30
  to patients, we're asking for patient
• 23:32
  feedback, and that's critical. I think
• 23:35
  the earlier implementation of digital
• 23:37
  registration, patients had one
• 23:38
  opportunity to give feedback, and that
• 23:40
  was after their appointment. Well, by
• 23:43
  then they have already done online
• 23:45
  scheduling of digital registration,
• 23:47
  self-arrival, had their appointment, and
• 23:49
  so the thing that's clearest in their
• 23:51
  mind is their appointment. And of
• 23:52
  course, they had a great experience,
• 23:53
  right? So, that's what they're going to
• 23:54
  tell us.
• 23:55
  We didn't hear about all of the earlier
• 23:57
  parts of that patient journey. Now,
• 24:00
  we're asking them throughout the way.
• 24:02
  And I think [clears throat] that's been
• 24:03
  the most critical thing because that
• 24:05
  recency has been helpful to let us know
• 24:07
  that maybe part of that online
• 24:09
  scheduling platform wasn't working
• 24:11
  right. We had a bug that didn't get
• 24:13
  caught, and it only happens to this
• 24:14
  specific segment of patients, so we get
• 24:17
  the opportunity to hear that.
• 24:19
  That's probably been the biggest lesson.
• 24:21
  Uh, we were worried that patients might
• 24:23
  get tired of providing feedback, but I
• 24:27
  think what we've learned is everybody
• 24:28
  likes to be asked their opinion, so
• 24:30
  we're getting it.
• 24:31
  >> [laughter]
• 24:32
  >> Yeah, listen, you get you get feedback,
• 24:33
  you get it in real time, and then you
• 24:35
  have the opportunity to course correct.
• 24:37
  If you choose not to course correct, do
• 24:39
  you feel like the consequences are much
• 24:40
  greater now knowing what you know in
• 24:42
  terms of getting that feedback?
• 24:44
  >> Yeah, absolutely. Yeah, because
• 24:47
  they're going to tell us about it in the
• 24:48
  feedback, and that feedback goes
• 24:50
  multiple levels, right? There's all
• 24:52
  kinds of levels of leadership that are
• 24:53
  seeing it. They're going to tell the
• 24:55
  office about it. I told you guys the
• 24:56
  last time I came in that this wasn't
• 24:58
  working. So, the staff [clears throat]
• 25:00
  will tell us about it. And they've got
• 25:02
  online forums, right? And
• 25:04
  we see I just saw last week a a post in
• 25:07
  a local forum, somebody asking for where
• 25:09
  they should have their baby. And there
• 25:11
  were lots of opinions about it in that
• 25:13
  forum. So, we know patients are going to
• 25:15
  they're going to talk about it if it's a
• 25:17
  good or a bad experience, and
• 25:18
  unfortunately, they're going to scream a
• 25:20
  lot louder when it's bad.
• 25:21
  >> Yeah. Is there anything that's, you
• 25:24
  know, I was just saying a figurative
• 25:26
  like a conversation that nobody's having
• 25:28
  inside of health systems right now that
• 25:31
  they absolutely ought to be having?
• 25:32
  Like, what is it? There's certain things
• 25:35
  that just aren't talked about that need
• 25:36
  to be talked about. What are those
• 25:37
  things?
• 25:39
  >> Oh, all those things. I have so many
• 25:41
  things.
• 25:42
  I have, okay, so I I think there's a
• 25:46
  healthy balance between
• 25:49
  automation and people.
• 25:52
  So,
• 25:53
  I am a very digitally savvy consumer. I
• 25:56
  am a zenial, so I'm on the border of a
• 26:00
  Gen X and um
• 26:03
  millennials, [clears throat]
• 26:04
  and
• 26:05
  I sometimes don't want to talk to a
• 26:07
  human, and that's okay, right? I like
• 26:09
  having the [clears throat] option to
• 26:10
  fill out the form and not speak to a
• 26:12
  person.
• 26:13
  But I also recognize that there are
• 26:15
  patients that need that.
• 26:17
  There are we get lots of feedback from
• 26:19
  patients that
• 26:21
  that's the one time they're going to
• 26:22
  talk to somebody this week. It you know,
• 26:24
  maybe they take a bus or um
• 26:27
  they have a caregiver that brings them
• 26:29
  to their appointment. They look forward
• 26:30
  to seeing
• 26:32
  um Sally at the front desk every week
• 26:35
  cuz she smiles at her and she asked her
• 26:37
  about her kids, and
• 26:39
  she really looks forward to that
• 26:41
  personal interaction.
• 26:43
  Maybe her daughter fills out her digital
• 26:44
  registration for her because she doesn't
• 26:46
  know how, and that's okay.
• 26:48
  Um but I think there's going to be
• 26:50
  patients that
• 26:52
  uh that need one or the other and we're
• 26:54
  in a time where we have to be able to
• 26:58
  cater to everybody. We just we just do.
• 27:01
  We have to be able to provide
• 27:04
  um all the experiences because people's
• 27:07
  digital savvy is is such a broad range.
• 27:11
  >> Yeah. I mean, you might
• 27:13
  you might get
• 27:15
  1,000%. You know, you might get someone,
• 27:17
  like you said, who doesn't want to talk
• 27:18
  to a human being and maybe that's
• 27:20
  because they they grew up with
• 27:23
  you know, this uh this weapon of mass
• 27:25
  distraction here and that's what they
• 27:26
  want to do. And then you have someone
• 27:28
  else, you know, who who lives in a
• 27:30
  assisted living facility, you know,
• 27:32
  might not necessarily get the type of
• 27:34
  socialization that they would that they
• 27:36
  want, but you know what? Maybe that the
• 27:37
  person at the front desk
• 27:39
  maybe he or she makes them feel seen.
• 27:42
  And if there's one thing that you can
• 27:44
  give someone is like you can give them
• 27:45
  dignity. The maybe the the smile or the
• 27:48
  comment or the compliment.
• 27:50
  >> Yeah.
• 27:51
  >> They they do go along.
• 27:53
  I want to make a note of something
• 27:54
  because because um
• 27:57
  just in prepping for this conversation,
• 27:59
  I've just noticed something. I've read
• 28:01
  uh read some of your writing on
• 28:02
  LinkedIn.
• 28:03
  And I just want to ask you, like I
• 28:05
  really enjoy how you write. I feel like
• 28:08
  you write like it's like a scene. Even
• 28:10
  the way you just described it, like it
• 28:12
  played out like a scene in my mind.
• 28:15
  Um you know, you kind of put yourself in
• 28:17
  the waiting room. Like were you always a
• 28:19
  writer
• 28:20
  or did you like learn to see things in
• 28:23
  that observational way?
• 28:26
  >> No, but I have learned as I've gotten
• 28:29
  further in my professional career I can
• 28:31
  talk about process all day long, but it
• 28:34
  doesn't connect until I tell you a
• 28:35
  story. And it's it's like a user story,
• 28:38
  right? Back when we were in tech, you
• 28:40
  write user stories. This is the same
• 28:42
  it's the same thing. And in health care,
• 28:44
  we are we live by our patient stories.
• 28:47
  So if I tell you a patient story and
• 28:49
  that comes to life for people.
• 28:54
  >> So, maybe speaking of stories, is there
• 28:55
  anyone that you've sort of encountered
• 28:57
  throughout your career, maybe as a maybe
• 29:00
  a patient or a colleague, I don't know
• 29:01
  how much patient exposure you get in in
• 29:03
  your role. I would imagine you do. Or
• 29:06
  somebody you've encountered that kind of
• 29:08
  changed how you
• 29:10
  how you think about what you're doing?
• 29:12
  Like maybe maybe that story that you
• 29:14
  still can kind of go back to when you're
• 29:15
  like all right, having a hard week, like
• 29:19
  we're not we're not making a lot of
• 29:20
  progress, like we're we're we're not
• 29:22
  getting the little wins.
• 29:23
  Is there a well of stories that you go
• 29:26
  back to?
• 29:27
  That you kind of replay in your mind and
• 29:29
  if so, like what are what's one or two
• 29:31
  of those stories?
• 29:33
  >> I I don't get full patient stories,
• 29:35
  unfortunately, where I am. I hear them
• 29:37
  from their marketing team the same way
• 29:39
  that the rest of the organization does,
• 29:41
  but
• 29:42
  some [clears throat] of the things that
• 29:42
  stand by me cuz we see the data.
• 29:46
  So, with [clears throat] our previous
• 29:47
  online scheduling vendor, we're not
• 29:49
  there yet with the current one, but we
• 29:51
  used to be able to see throughput of
• 29:54
  this many patients scheduled online
• 29:57
  mammograms.
• 29:58
  Of the patients that scheduled online
• 30:00
  mammograms, these this group came in.
• 30:02
  These are the ones that had a result
• 30:05
  that required follow-up. And that's the
• 30:07
  number that means something to me
• 30:09
  because that tells me that we might have
• 30:11
  caught
• 30:12
  45 people's cancer this first quarter.
• 30:15
  >> Yeah. Yeah.
• 30:16
  >> That tells me we're we make an impact on
• 30:18
  the work that we do. It's critical.
• 30:22
  >> You know, I just remember one of the
• 30:23
  things that we would do
• 30:25
  during my time at Hanger Clinic is we
• 30:27
  would open up
• 30:28
  all of our meetings with a patient
• 30:29
  story.
• 30:31
  And it just humanized the work cuz we
• 30:33
  were talking about, you know, all the
• 30:35
  metrics that we needed to hit, but we
• 30:36
  were like, wait a second. Time out.
• 30:39
  Let's let's talk about Dave and this
• 30:41
  patient X, Y, and Z.
• 30:43
  And it and it made a difference. So, I'm
• 30:45
  just thinking in terms of your
• 30:47
  >> Yeah.
• 30:47
  >> looking into the future.
• 30:49
  Maybe maybe a handful of you Go ahead.
• 30:52
  >> Well, I I do go out into the field uh
• 30:55
  especially to work with the staff on on
• 30:57
  digital registration, and a lot of times
• 30:59
  I'm trying to gauge patient engagement.
• 31:01
  So, I do sit in the waiting rooms and
• 31:03
  talk to patients. It's usually specific
• 31:05
  to that. But yeah, I'm seeing
• 31:08
  I'm seeing the mom out there with her
• 31:09
  kids. I'm seeing them bounce off the
• 31:11
  walls, and because she has a a
• 31:14
  developmental screener that she can
• 31:16
  complete at home on the couch, uh
• 31:21
  she doesn't have to do that on a
• 31:23
  clipboard. It's 30 questions long while
• 31:25
  her kid is ping-ponging off the chair
• 31:26
  because he doesn't know what to do with
• 31:28
  himself.
• 31:28
  >> Exactly.
• 31:29
  >> Or uh the solemn patient that came in
• 31:34
  who is there for a follow-up for maybe
• 31:36
  uh a diagnosis that they're not happy
• 31:38
  about. And these are the patients that I
• 31:40
  I see come in the waiting room that
• 31:43
  maybe she'll walk up to the the front
• 31:45
  desk, that solemn patient, and maybe
• 31:47
  she's not going to be super friendly,
• 31:49
  but she's glad that that front desk
• 31:51
  person smiled at her and greeted her,
• 31:53
  and you know, that's that's going to
• 31:55
  lighten her experience a little bit
• 31:57
  more.
• 31:58
  >> Mhm.
• 31:59
  >> I I think that that is important. I will
• 32:01
  also say one other thing about that.
• 32:04
  When we were putting together our
• 32:06
  digital registration strategy, one of
• 32:08
  the reference sites that we talked to
• 32:10
  had said,
• 32:12
  "Yeah, we implemented self-arrival,
• 32:15
  which is you get a text on your phone
• 32:17
  that says, 'Let us know you're here,'
• 32:19
  and then you just have a seat. And you
• 32:20
  don't have to go to the front desk. You
• 32:21
  can bypass that altogether."
• 32:23
  >> Yeah.
• 32:23
  >> Um they said they implemented that,
• 32:26
  and they got a new CEO, and they took an
• 32:28
  entirely different strategy. And from
• 32:30
  there, now they
• 32:33
  instruct the staff that they have to
• 32:35
  make eye contact with the patient within
• 32:36
  a certain amount of seconds of them
• 32:38
  walking through the door. And within a
• 32:40
  certain amount of seconds they should be
• 32:41
  greeted.
• 32:43
  Yeah. That was a whole that's a whole
• 32:45
  different strategy. That goes against
• 32:47
  efficiency. It goes against all of the
• 32:50
  the numbers say you know the the
• 32:53
  financial savings. That's really
• 32:55
  prioritizing that human connection. I
• 32:58
  thought that was really
• 33:00
  um brave
• 33:02
  in this climate the financial climate
• 33:05
  that health care is facing
• 33:07
  and an admirable. I I really think we
• 33:09
  need to find a way to work toward that.
• 33:12
  >> Um I think I know where you're going to
• 33:14
  go with this but I'm going to ask you
• 33:15
  anyway because I just my gut is telling
• 33:17
  me to ask you this. You know we're
• 33:21
  is there a mistake and if so what is the
• 33:23
  mistake that health care is
• 33:25
  seemingly going to make with
• 33:27
  with AI and digital transformation over
• 33:30
  the next few years. Meaning
• 33:34
  a thing that we're going to look back on
• 33:36
  and
• 33:37
  wish that someone said hey
• 33:40
  pump pump the brakes here a little bit
• 33:41
  like be be mindful about this.
• 33:43
  What is a mistake that you feel um
• 33:47
  could happen as a result of this
• 33:50
  I'll just say this I mean this is a
• 33:51
  renaissance with everything going on
• 33:53
  with AI.
• 33:54
  Um
• 33:55
  curious what your thoughts are on that.
• 33:57
  >> Sure. Yeah, I definitely have some
• 33:59
  thoughts on that. I I think
• 34:02
  AI is really exciting for all of the
• 34:04
  opportunities that it can bring and for
• 34:06
  health care being an industry where we
• 34:08
  have historically been technologically
• 34:10
  at least from a patient facing
• 34:12
  technology standpoint well behind the
• 34:14
  mark. Um
• 34:16
  our providers get the latest technology,
• 34:19
  right? We're we're using that for
• 34:21
  diagnoses and delivering care but we
• 34:23
  don't think about it for the patient.
• 34:25
  And so our patient portals are are kind
• 34:27
  of sad in a lot of times and uh
• 34:30
  so AI gets everybody very excited that
• 34:33
  we can fix all that.
• 34:35
  But, we also know my husband's assistant
• 34:37
  administrator assistant administrator at
• 34:39
  the hospital system I work at. I know
• 34:41
  that we have like 200 plus programs that
• 34:44
  are running across our hospital system.
• 34:46
  And
• 34:47
  some of [clears throat] them use the EMR
• 34:49
  as a source of truth and some of them
• 34:50
  are feeding it. It just depends on how
• 34:52
  they work.
• 34:53
  >> Yeah. Yeah.
• 34:53
  >> Um but whenever you have all of these
• 34:57
  different systems, you're going to have
• 34:59
  errors in data.
• 35:01
  So, my first [clears throat]
• 35:02
  my first thing is make sure your data is
• 35:05
  clean.
• 35:06
  Because garbage in, garbage out, right?
• 35:08
  And whether that's your website and
• 35:10
  you're you've got a decade of of old
• 35:13
  data on your website, you need a
• 35:16
  uh
• 35:18
  you you need to have
• 35:20
  a clean
• 35:22
  uh knowledge base to start from.
• 35:25
  And then
• 35:27
  you have to ask your AI vendors
• 35:31
  is it first of all, is it AI or is it
• 35:33
  automation? Because
• 35:35
  there's a lot of automation being sold
• 35:38
  as AI that is not.
• 35:41
  And
• 35:42
  does your
• 35:43
  what are your software development
• 35:45
  processes through AI, right? We were
• 35:48
  talking about earlier that sometimes
• 35:49
  it's easy to just put out garbage. You
• 35:51
  can't just have one person build
• 35:53
  something and call it prod, right? We're
• 35:55
  just going to throw it into prod because
• 35:56
  it's fine. The AI said it was fine.
• 35:59
  You need layers. So, we've got our data
• 36:02
  layer and then above our data layer is
• 36:04
  our information layer. So, what does
• 36:05
  that mean?
• 36:07
  What does it mean uh
• 36:11
  what do we do with that data? So, that
• 36:14
  that database where we're basically
• 36:16
  giving some context to that data layer.
• 36:19
  And then the intent layer on top of that
• 36:22
  is a concept that um Nate Jones started
• 36:25
  talking about and I love Nate Jones. He
• 36:28
  is a writer that uh
• 36:29
  he comes at it from the
• 36:32
  text side, from the product ownership
• 36:34
  side and I've been able to get a lot of
• 36:36
  insights from him. So, that intent layer
• 36:39
  helps explain to the AI
• 36:43
  Yeah, patient wants to come in for a
• 36:46
  mammogram. So, let's say patient shows
• 36:48
  up at our website. This is best way I
• 36:49
  can explain it. Let's give you another
• 36:50
  story. [clears throat]
• 36:51
  >> Yeah, please.
• 36:51
  >> visits the website wants to schedule a
• 36:53
  mammogram, but we can see on the back
• 36:56
  end that she scheduled a mammogram 100
• 36:58
  days ago.
• 36:59
  And we know that insurance only pays for
• 37:02
  one mammogram every 365 days.
• 37:05
  So, should the AI say, "Nope. Too soon.
• 37:09
  Can't schedule it."
• 37:10
  and then just drop her?
• 37:12
  >> Mhm.
• 37:13
  >> That's what the rule says. That's what
• 37:14
  we coded the AI to do. The intent layer
• 37:17
  says we need to find out what is in the
• 37:21
  best interest of the patient. What's she
• 37:23
  trying to do? What's in the best
• 37:24
  interest of us, right? So,
• 37:27
  it drills in a little bit deeper
• 37:30
  understands why she's trying to schedule
• 37:32
  that in 100 days. Is it because she has
• 37:34
  breast symptoms? Is it because she just
• 37:35
  forgot that she did it and she's trying
• 37:37
  to do it? So, we're going to dig a
• 37:38
  little deeper.
• 37:39
  And then the layer that sits at the end
• 37:41
  is the judge layer and the judge says,
• 37:44
  "Did the intent layer do what it was
• 37:45
  supposed to do?" So, if the intent layer
• 37:48
  said "Nope. She's not going to get to
• 37:51
  schedule. We're going to tell her to
• 37:52
  call the call center because it's been
• 37:54
  less than 100 days."
• 37:56
  Uh was that the right thing to do? And
• 37:58
  if not, then we learn from it and um
• 38:01
  maybe we we do some outreach to the
• 38:02
  patient. We flag that as an account to
• 38:04
  follow up on. But but you have to have
• 38:06
  layers of checks at least until the AI
• 38:09
  gets better. But where we sit now,
• 38:12
  there's way too much trust being put
• 38:14
  into AI.
• 38:15
  Uh we're not there yet, guys. It's going
• 38:17
  to take a while to get there. AI is
• 38:19
  super smart about a lot of things, but
• 38:22
  when it comes to patient care, we can't
• 38:24
  be hasty. We have to own it. We have to
• 38:27
  be the ones
• 38:29
  owning those decisions because
• 38:31
  ultimately the patient's care
• 38:33
  responsibility lies with us.
• 38:35
  >> That's right. Before I forget,
• 38:38
  talk about maybe where people can follow
• 38:41
  you, your work, the work of your team,
• 38:43
  and Beacon. Like, give us a little
• 38:45
  commercial and shout out, and then we'll
• 38:46
  do just some
• 38:48
  I'll do some quick fire questions with
• 38:49
  you just to make it fun.
• 38:51
  >> Sure. Yeah, you can find me on LinkedIn,
• 38:53
  Jen Hopper. I know it's kind of a common
• 38:55
  name, but you can find me. I'm a digital
• 38:56
  transformation leader.
• 38:58
  jenhopper.com. You can learn a little
• 39:00
  bit more about me, and I'm hoping to
• 39:03
  have some courses in the next couple of
• 39:06
  months for those that are new to digital
• 39:08
  transformation in healthcare. So, more
• 39:10
  more to come on that. I'm sure you'll
• 39:11
  see it on those platforms.
• 39:13
  >> Awesome. Awesome. All right, so before
• 39:14
  we wrap up, I just want to throw some
• 39:17
  fun things because you mentioned a few
• 39:19
  just pieces, authors, and folks that you
• 39:21
  that you that you follow. Maybe what's a
• 39:23
  book that you have given to more people
• 39:26
  than any other?
• 39:29
  >> Gosh.
• 39:32
  That's probably not a good question. I
• 39:34
  don't give a lot of books.
• 39:35
  >> [laughter]
• 39:36
  >> I tend to like send a lot more
• 39:38
  recommendations out.
• 39:40
  >> All right, Rex articles. Maybe we'll use
• 39:42
  that.
• 39:43
  >> Sure.
• 39:44
  I recommend I
• 39:46
  Honestly, I send Nate to everybody. I
• 39:48
  send Nate to everybody. He He
• 39:50
  >> You haven't You haven't sent me
• 39:51
  anything, so I guess you got to send me
• 39:53
  something.
• 39:54
  >> Okay, I will send you Nate Jones.
• 39:55
  [laughter] He's wonderful. A lot of his
• 39:57
  stuff is higher tech, but
• 40:00
  I can take just about whatever he puts
• 40:02
  out there in most cases and translate it
• 40:04
  to what that means to healthcare. And I
• 40:05
  do. There's You'll see him mentioned in
• 40:07
  several of my posts. So, he's probably
• 40:09
  my biggest wreck right now. He seems to
• 40:11
  be on the pulse. And if you're
• 40:12
  interested less in that side of the
• 40:14
  tech, Um, Matt Wolfe on YouTube does
• 40:18
  some great overviews on what happened in
• 40:21
  AI this week and it he does that from
• 40:23
  like a lens of um, image generation,
• 40:26
  music generation, um, you know, the the
• 40:28
  those other uh, corners of AI.
• 40:31
  And he does it in a pretty entertaining
• 40:33
  way.
• 40:34
  >> That's awesome. All right. Um, what
• 40:36
  about best piece of advice that you've
• 40:39
  ever gotten, you know, about leading
• 40:41
  change inside of an organization? Maybe
• 40:44
  boil it down to like one sentence.
• 40:57
  >> Everybody's opinion is valid. It's not
• 40:59
  bad, it's just different. Right? So,
• 41:02
  everybody's coming at change from their
• 41:05
  own perspective. You just have to
• 41:06
  understand what their perspective is.
• 41:08
  It's not their opinion isn't bad, it
• 41:11
  makes sense in their world. So, you have
• 41:13
  to put yourself in their shoes,
• 41:14
  understand why, you know, understanding
• 41:17
  motivation is everything in all kinds of
• 41:19
  relationships. You understand their
• 41:21
  motivations, then you can understand how
• 41:23
  to help um, move move change along.
• 41:27
  >> Okay. So, if you have uh, I mean, this
• 41:30
  is the last question. This is
• 41:31
  Look, you've got a community of people
• 41:34
  and action takers, doers.
• 41:37
  What is maybe one golden nugget that you
• 41:39
  can give them to say, "Hey, if you're
• 41:40
  going to do if you're going to listen to
• 41:42
  anything you've listened today and take
• 41:43
  action on one thing, like
• 41:45
  what is that one thing?"
• 41:50
  >> There is so much opportunity in the
• 41:53
  healthcare space
• 41:55
  for improvement. And I think we all we
• 41:57
  all know that. And healthcare operates
• 41:59
  under some pretty tight uh, budgets and
• 42:02
  some tight constraints and regulations.
• 42:05
  And so, we're all just doing our best
• 42:07
  out there. And I I absolutely understand
• 42:08
  that. And and
• 42:10
  uh, God bless all of our our caregivers
• 42:12
  out there. It's a hard It's hard hard
• 42:14
  work that they do.
• 42:15
  >> Yeah. Yeah.
• 42:16
  >> From a patient perspective,
• 42:18
  um,
• 42:19
  there's so much opportunity and they're
• 42:21
  seeing it in grocery pickup, in Amazon
• 42:25
  orders,
• 42:27
  uh, in their Fitbit app, right? There's
• 42:29
  so many different ways to have
• 42:33
  what you need catered to you,
• 42:35
  >> Yeah.
• 42:36
  >> and healthcare's doing a terrible job of
• 42:38
  that right now. We really have to step
• 42:41
  up our game. Our patients deserve it and
• 42:44
  we've got more data than any other
• 42:46
  industry. I bet Palantir would love to
• 42:49
  get their hands on it because of all of
• 42:51
  the things that we can do with that data
• 42:54
  uh, that we could use use When we raised
• 42:57
  our daughter, we told her, "Use your
• 42:58
  powers for good. Everybody's got
• 43:00
  powers."
• 43:01
  >> Yeah.
• 43:01
  >> we need to use our powers for good to
• 43:03
  really champion the patient experience,
• 43:06
  to make it personal, to make healthcare
• 43:08
  personal because if we can do that, we
• 43:10
  can empower our patients to take better
• 43:12
  care of themselves, they will be
• 43:13
  partners for life.
• 43:16
  >> You know, I got to tell you something,
• 43:17
  Jen. Um, I've had a lot of guests that
• 43:18
  have come on the show and I think the
• 43:20
  thing that always gets me is
• 43:23
  the passion behind the guests, the
• 43:26
  conviction.
• 43:27
  Like,
• 43:28
  the work that you're doing might not
• 43:30
  necessarily be perceived as glamorous
• 43:32
  work. It is really important work
• 43:35
  and, um, maybe it's not going to be in a
• 43:38
  TechCrunch or
• 43:39
  maybe it's going to be in maybe maybe
• 43:41
  it'll be in Beckers, but I just think
• 43:42
  that every single patient that is coming
• 43:46
  through the doors of Beacon
• 43:48
  is going to be getting a little bit of a
• 43:50
  better experience because of the work
• 43:52
  that you and your team are doing and
• 43:54
  that is really cool, um, to see
• 43:58
  and to have someone in the trenches that
• 43:59
  actually gives a Um, you know,
• 44:01
  there's folks that are in certain seats
• 44:03
  that I know don't, so it's nice to to
• 44:05
  see that. So, for those of you
• 44:07
  >> Yeah. if you've been listening to this
• 44:09
  and if you find this conversation to be
• 44:12
  compelling, to be enlightening, to be
• 44:14
  entertaining, please
• 44:16
  share if you don't mind.
• 44:18
  You know, share it, comment on it, let
• 44:19
  us know what you found to be really
• 44:21
  useful, really helpful. And if there is
• 44:23
  a topic that you want us to explore or
• 44:26
  maybe there's a guest that you want to
• 44:27
  have come on the show, let us know about
• 44:29
  that. We obviously are always trying to
• 44:31
  do a great job of getting great people
• 44:33
  to come on to the show. And just
• 44:35
  remember, this is a platform that is not
• 44:37
  just content. This is a community, it's
• 44:40
  a living breathing thing.
• 44:42
  What you put in is what you can take out
• 44:44
  of it. So,
• 44:45
  thank you for listening.
• 44:47
  I'm your host Michael Smerconish and
• 44:49
  keep building with purpose.
• 44:50
  And we'll see you next time on the
• 44:52
  Advancing Healthcare Innovation Show.