Latest / The Advancing Healthcare Innovation Show / E184 | The Graveyard of Health Tech Is Full of Well-Funded Companies with Dr. Mohammed Quadri, MD

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E184 | The Graveyard of Health Tech Is Full of Well-Funded Companies with Dr. Mohammed Quadri, MD · The Advancing Healthcare Innovation Show

0:10
Hello and welcome back to the Advancing
0:12
Healthcare Innovation Show. I'm your
0:14
host, Michael Stamatinos, and if you're
0:17
new to us, welcome. We're super excited
0:19
to have you here. We're bringing some
0:21
really exciting conversations with just
0:23
some incredible leaders that are
0:24
painstakingly reshaping the future of
0:27
healthcare. and we're passionate about a
0:29
few different areas. We're passionate
0:30
about access. We're passionate about
0:31
innovation and leadership and and and
0:33
the adoption of these innovations. And
0:36
if it's your first time tuning in, let
0:38
me just take a really quick step back
0:39
and give you a little bit more of the
0:42
lowdown, the rundown of what we're
0:44
trying to get done here. So, our focus
0:47
is on bringing real stories of
0:49
innovation to life. Not just the stuff
0:51
that you read theoretically, but like
0:53
real people that are really in the
0:56
trenches getting work done and giving
0:59
them the opportunity to share some of
1:01
the wins and also share some of the
1:04
learnings. And in doing that, in sharing
1:07
this with our community ultimately, you
1:10
know, with the world, we hope that those
1:12
that listen can take and apply these
1:14
lessons and continue to make things
1:16
better. And we've got some amazing,
1:19
incredible, you know, upcoming
1:21
conversations that are coming up. And if
1:23
you haven't checked out any of our
1:25
historical interviews, however, however
1:27
you're consuming this, if you're
1:28
watching this, if you're listening to
1:30
this, please hit the subscribe button
1:32
now so that any of the new interviews
1:35
come directly to you. So there are
1:39
people that are in healthcare who talk
1:42
about improving the system and then
1:45
there are people that step inside of it
1:48
and roll up their sleeves and actually
1:50
do the work. Dr. Muhammad Cuadri is one
1:54
of those people. He's a physician by
1:56
training. He understands the business
1:59
side of healthcare and he brings a level
2:02
of discipline to his work that you
2:05
actually don't actually see too often.
2:07
um especially in a system that's very
2:09
complex and uh at times is fragmented.
2:14
Um he's the VP of strategy for
2:17
academics, research and innovation at
2:20
Akinac Meridian Health, one of New
2:22
Jerseys largest healthcare networks. And
2:25
he sits sort of right at the
2:26
intersection between cure delivery and
2:30
operating what makes things real and
2:32
what doesn't. he sort of sits in that
2:34
realm and I think what I find most
2:36
fascinating about Dr. Quadri. He's he's
2:38
kind of like a Swiss Army knife uh in
2:40
terms of the arc of his career. Uh 18
2:43
years inside
2:45
one system, seeing how it evolves,
2:47
pushing things forward, leaning in when
2:50
things are getting really challenging,
2:51
when to work within it. That's that's
2:53
kind of rare. So, uh that's not easy to
2:56
do inside a large organization, which I
2:58
find very very fascinating. So today um
3:02
selfishly I'd like to learn a little bit
3:03
more about what what does it take to
3:07
drive innovation ahead in such a large
3:08
system you know from the inside giving
3:10
us that perspective you know what what
3:12
does it cost in terms of time energy
3:16
people all all of the things that need
3:17
to happen in order for initiatives to
3:20
move ahead what what do those things
3:21
require and as a result of that you know
3:24
what are some of the little wins and
3:25
also what are some of the things that uh
3:28
he secretly is like yeah uh wish we
3:30
could kind of forget about that, but
3:31
here's what we learned. So, Dr. Cuadri,
3:34
welcome to the show. Good to see you.
3:37
>> Thank you so much, Michael. I love the
3:40
energy you carry on this show and you
3:42
know, I I hope to bring the same energy
3:45
in return and uh I'm excited to be on
3:48
this show and you bring in like some
3:50
phenomenal speakers. I hope to live up
3:53
to the expectation.
3:55
>> I'm I'm sure you'll you'll exceed it. So
3:58
before before we kind of get into
3:59
everything that you've been working on,
4:01
I kind of want to go back. You trained
4:02
as a physician, you came through sleep
4:04
medicine. Uh 18 years later, you're VP
4:08
strategy at one of the biggest health
4:10
systems in New Jersey.
4:12
Most people today um they don't stay
4:15
anywhere for 18 years. Um what what kept
4:19
you?
4:23
I think the fact that um the longevity
4:27
of an employee in a large health system
4:29
like Hackinac Marian Health which has 18
4:33
hospitals, 500 plus outpatient
4:36
locations, 40,000 plus team members and
4:39
growing in itself
4:43
speaks lots of volume.
4:46
>> It does
4:46
>> right. It also talks about not only
4:50
employer employee relationship
4:53
but uh the effort that the leadership at
4:56
the Hacking Sack Marian Health puts in
4:59
place to retain, recruit and at the same
5:03
time maintain employee satisfaction.
5:07
>> That's an that's a very essential
5:09
component, Michael, if you actually
5:10
think about it. Um,
5:17
your employee satisfaction drives
5:22
patient satisfaction
5:24
>> 100%.
5:26
>> Someone told me it's you cannot really
5:29
motivate people. You can only inspire
5:31
engagement.
5:33
>> When you inspire engagement,
5:36
you keep them motivated. Motivation
5:38
comes from within. So it's the selfm
5:40
motivation
5:42
that requires a leader to actually
5:45
inspire engagement. When you actually
5:47
spark that light in them and help them
5:51
understand
5:53
their passion,
5:55
you know in an in an environment in a
5:58
complex environment like healthcare
6:01
you will see people who are functioning
6:03
in three different capacity. One is a
6:06
job 9 to5. Two is like it's a profession
6:09
because just because they got trained in
6:11
it. Three is calling.
6:14
>> Mhm.
6:15
>> When you see employees working at a
6:18
health system for more than 20 years, 15
6:21
years, 40 years. I have seen employees,
6:24
leaders who have been at Hackinacian
6:26
Health for 45 years. That's amazing.
6:29
>> It does. Yeah.
6:31
>> That's because of the opportunities it
6:34
provides.
6:35
while making sure that we keep our
6:38
patients safe, we provide and meet the
6:40
community needs at all times.
6:44
You know, Dr. Quadri, I came across
6:46
something um that you said about earlier
6:50
about
6:53
surrounding yourself with people who
6:55
push you to be better.
6:58
Who curious who who was that person for
7:01
you early in your career? And then what
7:04
did they what did they see in you that
7:07
at that time you couldn't actually see
7:09
in yourself?
7:14
the attribution to my success.
7:17
Of course, I'm thankful to God for
7:19
everything what I have achieved in my
7:21
life and also all the mentors, coaches
7:26
that have um supported me throughout my
7:29
career both personally and
7:31
professionally and helped me grow.
7:34
There are countless people.
7:36
The journey begins with my father and my
7:39
mother back in India. M father was a
7:42
physician who was known as the doctor of
7:44
the poor.
7:46
He never charged anyone more than three
7:48
rupees.
7:51
He to the extent actually bought
7:54
medications
7:55
for his patients
7:58
while he himself was cash constraint.
8:02
>> Wow. He served in underserved
8:03
communities in three different clinics
8:08
and um that in itself taught me how to
8:11
serve people and
8:14
keeping the patients at the center
8:19
of the care you provide
8:22
and the business of medicine you are in
8:24
is an essential component.
8:27
>> So that's that came from my father. My
8:30
mother was an army school teacher
8:33
and I grew up in an environment with uh
8:37
kids
8:39
whose parents used to serve in the army,
8:42
navy, air force and in India there are
8:45
multiple different schools that cater to
8:47
the needs of these kids because many
8:50
times you know
8:51
>> the defense folks they travel a lot so
8:53
they need an environment stable
8:56
environment learning environment. So my
8:58
mother was teacher who taught social
9:00
studies in the school and she taught me
9:04
discipline.
9:05
She taught me diversity in unity
9:09
>> or unity in diversity. She actually
9:12
helped me understand
9:15
what does it take
9:19
where people talk about the elevator
9:21
effect now where everyone is going
9:24
through their own problems
9:26
>> right? What does it take to understand a
9:28
human being
9:31
while being human which is an essential
9:34
component of life?
9:35
>> That's right.
9:36
>> The irony of life is um it doesn't teach
9:39
you life. It's the experiences that we
9:42
carry throughout our journey teaches you
9:44
life
9:45
>> and if we make an impact positive impact
9:49
on someone else's life that's more
9:51
satisfying than anything else. I can
9:54
tell you you know professor Topazerv
9:57
who used to teach me surgery in St.
9:59
Petersburg Russia
10:02
he told me once Muhammad be open to
10:04
opportunities. Professor Macarov who
10:06
taught me what does it mean to actually
10:09
like um accurately close wounds while I
10:12
was in medical school.
10:15
>> I'm just naming a few but I'll tell you
10:17
like uh the list goes on and on and on.
10:20
>> Yeah. You know, I had a mentor and a
10:22
coach, um, Diane Arrow, who was a chief
10:26
nursing officer at Hackinack University
10:28
Medical Center. I had a mentor and a
10:31
coach, Darling Cox, who was a White
10:34
House fellow and also used to oversee
10:37
patient experience and service
10:38
excellence. I had uh colleagues in
10:42
various different capacities in
10:44
different divisions from whom I learned
10:48
that every aspect of life counts. Every
10:51
act
10:53
makes an impact on the lives of humans
10:57
we serve.
10:59
So I'll stop here otherwise.
11:01
>> Yeah. What a what a nice contribution to
11:03
that, you know, and it's uh the people
11:06
that you surround yourself with
11:07
absolutely impact you long term and it's
11:11
cool that you know you have parents that
11:13
poured into you like that because
11:14
obviously it's carried and stayed with
11:15
you. Those lessons have stayed with you
11:17
and hopefully you you continue to pass
11:19
that on to people that you mentor, kids,
11:22
etc. Want to shift gears for a minute
11:25
because it seems like you're you're very
11:29
entrepreneurial.
11:31
So, um, being entrepreneurally minded
11:32
inside this larger organization because
11:34
you co-founded the HM the HMH research
11:37
institute and on paper it sounds like an
11:40
like an amazing story. In reality, I'm
11:42
just sort of thinking what was the
11:45
hardest conversation that you had to
11:48
have in order to make that
11:53
sort of mission, that initiative happen?
12:01
That's a very loaded question. But I
12:03
will tell you this um
12:06
having worked in different capacities at
12:09
Hackinac Meridian Health wearing
12:12
multiple different hats.
12:14
>> Yeah.
12:16
>> Over the last 20 years now. I actually
12:18
joined Hackinack Marian Health on
12:21
October 23rd, 2006.
12:24
>> Hey, right on my birthday. Oh wow.
12:28
>> Let's go. Let's go.
12:32
>> See there is a reason in rhyme while why
12:34
why people meet right and God has a to
12:37
connect people.
12:39
>> But I I'll tell you like uh in the past
12:42
20 years
12:46
I have learned two things. One to
12:49
surround yourself
12:52
around smart people because it only
12:53
makes you look smarter.
12:56
Don't give away my secret.
13:01
>> And also one needs to be agile, nimble,
13:05
flexible enough
13:06
>> Mhm.
13:07
>> to be able to adjust
13:10
your strategies
13:13
in real time, rapidly and accurately.
13:15
Currently, as you know, a lot of
13:17
innovative solutions that are coming
13:18
out. You know, everyone has a laptop,
13:21
everyone has access to AI powered
13:23
solutions where they can potentially
13:29
come up with a new solution that they
13:32
think will address unmet need in real
13:35
time, rapidly, and accurately.
13:36
>> That's right. when we were sitting
13:41
together with one of my mentors, coach
13:45
and currently my um direct supervisor
13:50
for whom I have utmost re respect Dr.
13:53
Ihor Sachuk who is also a urology
13:57
surgeon by profession.
14:01
He uh sat with me in a room when we were
14:06
thinking about
14:08
how we can advance academics, research
14:11
and innovation at Hackinac Median Health
14:14
where we had two different systems that
14:17
recently merged then uh merged with a
14:20
third system
14:23
>> and by virtue of merger itself and the
14:28
time it takes for integration as you All
14:33
systems remain in silos for a period of
14:36
time.
14:37
>> Yeah.
14:38
>> But as the integration happens from
14:41
different levels, right? Cultural
14:42
integration, clinical integration,
14:44
financial integration,
14:47
>> there was a need for us to bring
14:50
everything
14:52
under one umbrella. So we created
14:55
Hackinac Median Health Research
14:57
Institute with the board's approval.
15:00
And with a sole mission and a vision, we
15:02
wanted to create a connected ecosystem
15:06
that not only accelerates scientific
15:09
breakthroughs and uh discoveries
15:12
but bridges the gap between
15:14
academicians, clinicians, scientists,
15:17
investments, innovators, startups,
15:21
funders, and founders.
15:23
solely with a purpose to meet unmet
15:26
clinical needs in real time, rapidly and
15:29
accurately.
15:31
Technology grows exponentially.
15:34
>> Adoption rate remains flat. I'm on a
15:37
journey to bridge the gap between
15:39
investments, innovations, and adoption.
15:42
>> Adoption is the last mile.
15:45
>> It is the last mile. It's the hardest.
15:48
Like, we don't have an innovation
15:49
problem. We have an adoption problem.
15:53
So, let's just say you want to
15:56
improve the bottleneck, you know, loosen
15:58
it up and make it better. Like, walk me
16:01
through
16:03
how you actually get something done
16:07
inside a system like hacken sack. Do you
16:10
have an example that you're able to
16:12
site? Like what's the actual play?
16:21
So uh
16:23
like any other health system
16:28
there is a hierarchical approach in how
16:32
we actually evaluate problems
16:36
and identify solutions.
16:39
By the way over the years I have
16:41
actually learned how you define optimism
16:43
and pessimism. An optimistic person is
16:45
the one who comes up with solutions
16:48
amongst problems. and pessimistic person
16:51
always looks for problems among
16:52
solutions. That's how I find those two
16:55
individuals
16:57
>> and you'll come across them a lot across
17:00
um you know throughout your journey of
17:02
life. But in healthcare we have a
17:05
culture in uh healthcare that worships
17:07
the idea.
17:10
Every entrepreneur is a legend in their
17:12
head.
17:14
That's the best idea and uh
17:18
they think that um they are bringing the
17:21
value proposition and creating a
17:24
competitive edge and an advantage that
17:27
differentiates them from other
17:29
innovative solutions out there.
17:31
>> Right?
17:33
without an ability to understand or
17:37
holding hand of a patient whether it
17:40
actually solves the problem or not.
17:42
>> That's right.
17:45
There are clinicians, allied healthcare
17:47
professionals, liabotamists,
17:49
environmental services,
17:52
people who solely focuses on pro process
17:55
improvement, improving operating
17:57
efficiencies, clinical decision
17:59
supports, electronic health record
18:01
systems and the list goes on and on and
18:04
on.
18:06
But I have seen many innovative
18:08
solutions with beautiful science,
18:11
zero adoption.
18:15
And there are multiple different reasons
18:18
why they failed.
18:20
>> Mhm.
18:22
>> The graveyard of health tech is full of
18:25
wellfunded companies.
18:28
>> That's right.
18:29
>> 72% fail.
18:32
>> Is there a theme of the failure
18:35
that you can pinpoint in terms of why
18:37
the adoption doesn't occur? Is there
18:39
like a common denominator in most cases?
18:41
And if so like what is that common
18:43
denominator so that people can avoid it.
18:49
Lack of
18:52
embedding
18:54
the solutions
18:56
within the existing workflow is number
18:59
one theme in my opinion.
19:02
an ability to
19:06
improve efficiencies without creating a
19:09
complex environment and add to the
19:12
existing
19:15
burden of work.
19:18
Be it from clinical documentation
19:20
perspective
19:22
or be it from adding a new solution. It
19:25
could be a simp as simple as a
19:27
fingerprint
19:28
u testing that will add an additional
19:33
layer to the existing workflows without
19:36
getting the buy in or having a physician
19:39
champion or a clinician who actually
19:42
understands
19:44
the unmet clinical needs. I think those
19:46
are the most common key themes that I
19:48
have seen over the years.
19:51
>> It's amazing to see how you can move
19:54
>> try to move a company ahead without
19:58
>> having I'll call it multiple anchor
20:01
points whether they be clinical
20:02
champions, administrative champions. It
20:04
I just don't see how that's such a a
20:08
common oversight. It just seems very
20:11
simple to me. But sometimes simple is
20:14
hard to execute on.
20:16
>> Absolutely. And I'll take my personal
20:19
example, right?
20:21
>> Uh I am a researcher as you know, a
20:24
sleep disorder researcher and metabolic
20:26
health journey to improve metabolic
20:28
health.
20:29
>> One of my research uh includes
20:31
developing breath by breath based
20:33
biomarkers.
20:35
I'm on a journey to actually like
20:37
potentially come up with a breath
20:39
analyzer that will allow us to predict
20:42
drowsy driving and prevent road traffic
20:44
accidents associated with it.
20:46
>> In the state of New Jersey, there is
20:48
something called as Maggie's law
20:50
>> where a young child Maggie was um you
20:53
know died because of a road traffic
20:55
accident
20:57
uh just because the driver was sleeping
21:01
on the wheels.
21:04
It's amazing because I think it was I
21:06
think a stat I read in prep for this
21:07
conversation was like sleep disorders
21:10
affect you know I think it's like over
21:12
30 million Americans and they contribute
21:15
to it's like a 100,000 drowsy driving
21:18
accidents a year. Like most people don't
21:21
even connect those two things.
21:25
And it just seems like you've you see
21:28
that problem so clearly.
21:31
>> Yeah. And it's beautiful science, right?
21:33
And it's more than um 100 million people
21:36
that now have one or the other um sleep
21:39
disorders. And you know, many people
21:41
don't know that there are almost 90
21:43
different sleep disorders that are
21:44
described by American Academy of Sleep
21:47
Medicine. But most commonly is um
21:50
obstructive sleep apnnea that is being
21:53
diagnosed on an ongoing basis and
21:57
sometimes misdiagnosed as well or
22:00
underdiagnosed as well.
22:02
But um when I talk about breath based
22:06
biomarkers
22:07
which is beautiful science but the
22:09
adoption is a question
22:12
>> right
22:13
>> where does this fit in a patient's
22:15
journey?
22:16
>> Yeah.
22:18
>> Who orders it?
22:21
Who reads the results?
22:23
>> Mhm.
22:24
If we cannot answer these simple
22:26
questions, why the science does not
22:30
matter?
22:34
>> So then
22:36
kind of going back to this study, if the
22:38
rise study works at scale,
22:41
what I'm sort of curious, what does the
22:43
world look like? um how does the world
22:46
look differently in I'm just trying to
22:48
think you know 10 years time and and not
22:51
in like a press release way but like
22:53
what actually changes for a real
22:55
patient.
23:00
So the rise study
23:02
is not solely focused on a patient's
23:05
journey. It's also focused on making an
23:09
impact to the communities at large.
23:14
The rise study certainly helps you
23:16
identify patients with sleep apnea with
23:19
excessive daytime sleepiness and at risk
23:22
of drowsy driving.
23:25
>> But the indirect impact is the mortality
23:28
associated with road traffic accidents
23:31
where patients or human beings who are
23:34
involved in road traffic accidents are
23:37
not necessarily patients.
23:41
they may be healthy individuals.
23:46
>> So that that's that's that's the impact
23:50
one has to understand
23:53
and for to every innovative uh solution.
23:57
You know you asked a very important
23:59
question. What are the key barriers
24:02
while adopting to new innovative
24:04
solutions? One is the clinical workflow
24:06
balance. The other one is the economic
24:07
alignment wall.
24:12
Healthcare is not a free market in any
24:14
normal sense.
24:15
>> Right.
24:17
>> Reimbursement drives behavior.
24:19
>> That's right.
24:20
>> We all talk about accessibility,
24:22
affordability.
24:24
We all talk about integration.
24:28
We all talk about pricing, transparency.
24:31
going back to my life's journey and
24:33
about uh when I talked to you about my
24:36
father. My father never questioned
24:38
anyone whether you have money to pay for
24:41
the care. He first provided the care.
24:46
>> Mhm.
24:48
If a payer will not cover it, a hospital
24:52
cannot sustain it.
24:56
If the ROI acrews to the wrong
24:59
stakeholder, say the insurer benefits,
25:03
but the hospital bears the cost,
25:05
adoption dies.
25:08
Yeah. It has a finite runway.
25:10
>> Yeah. So that's that's um the second
25:15
layer of barriers or challenges one
25:18
needs to overcome. The third layer is
25:20
trust and the change management wall.
25:25
Healthcare is a conservative culture by
25:27
design.
25:28
>> Mhm.
25:30
>> We are trained to do no harm. We talk
25:33
about it.
25:35
>> That means physicians are rightly
25:36
skeptical of new tools
25:40
or clinicians are skeptical of new
25:42
tools.
25:43
>> Mhm.
25:44
>> They want peer-reviewed evidence. They
25:47
want to see a respected colleague using
25:50
it.
25:51
>> Mhm. and they want reassurance that it
25:54
will not harm their patients or their
25:56
workflows.
25:58
>> That's right.
25:59
>> Founders underestimate this. They think
26:03
an FDA clearance or a published trial is
26:05
enough.
26:07
It is necessary but not sufficient.
26:12
>> You need a physician champion, someone
26:14
who will put their reputation behind
26:17
your product.
26:19
>> Yeah. I mean the credibility is
26:21
everything. It's got to transfer.
26:22
>> Absolutely. And you need to earn that
26:24
trust, not buy it.
26:27
>> Yeah. You can't shortcut that
26:30
>> by no means.
26:32
>> I want to keep talking with you for
26:34
hours and I know that I can't because
26:35
you're super busy guy. But before I
26:38
forget,
26:40
can you maybe just sort of share a
26:42
little commercial for Hackin Sack?
26:44
What's the best way for people to follow
26:46
your work, the research that you and
26:47
your team are doing? and then we'll uh
26:50
we'll wrap up.
26:55
>> Um I think Hackinac Marian Health is uh
26:58
certainly one of the most innovative
27:01
healthcare system and having worked at
27:03
Hackinac Marian Health for over 21
27:06
years. You know we have
27:10
ability to care for patients not only to
27:15
provide them the best accessible and
27:19
affordable care but at the same time
27:22
access to most innovative solutions out
27:24
there.
27:26
We have subject matter experts, clinical
27:28
experts who may be able to address some
27:30
of the most unmet needs and help
27:33
patients to solve them in real time,
27:35
rapidly and accurately. I would also say
27:38
like if you want to learn about Hackinac
27:40
Median Health's research, please feel
27:43
free to log on to the website. There are
27:45
multiple different resources, social
27:47
media channels that are available where
27:49
you can learn about all different
27:51
aspects of academics, research and
27:54
innovation at Hattonac Median Health.
27:56
Thank you very much for having me and I
27:59
want to end by
28:01
making two final comments. One which I
28:05
always say one is
28:07
folks out there do not collaborate to
28:09
compete, compete to collaborate. That's
28:12
where the power of collective
28:13
intelligence lies.
28:15
>> And I have a simple philosophy. I'm a
28:17
Sufi at heart. Give to the world the
28:20
best you have and the best will come
28:21
back to you. Thank you, Michael, for
28:23
having me.
28:25
>> Dr. Quandri, there have been so many
28:28
golden nuggets in this conversation.
28:31
It's like ridiculous.
28:33
Inspired engagement. I just the list
28:36
goes on and on and on. But I think what
28:38
has been most impressive is your clarity
28:42
and the principles that you operate on
28:45
and how they can be applied to honestly
28:46
any environment and that kind of carried
28:49
through throughout the whole empower
28:50
conversation.
28:52
I can't wait to personally to kind of go
28:54
back and just take even more expansive
28:56
notes and then to be able to sort of
28:57
share that with those. So if if you're
28:59
listening to this and and you found this
29:02
conversation to be really helpful and
29:04
fruitful, there's only one ask. Would
29:06
you mind sharing it, liking it,
29:08
commenting on it? Share this with the
29:10
community. Share this with your network
29:12
because that's actually what's going to
29:13
create more opportunities for those to
29:16
continue to make things better. And if
29:18
you think there's a topic that you want
29:20
us to explore or a leader that you want
29:22
us to interview or hear from, please
29:25
drop me a note, leave a comment. We do
29:28
read them. This is a platform that is
29:32
absolutely about community. It is
29:33
birectional. Is it an it's an ecosystem?
29:36
If you want to eat from the ecosystem,
29:39
you have to consistently feed it. So,
29:40
it's not just about content. We want to
29:42
make sure that we're feeding the
29:43
ecosystem. So, thank you for listening.
29:45
Keep building with purpose and we'll see
29:47
you next time on the Advancing
29:49
Healthcare Innovation Show.
29:51
>> Thank you, Michael.