Latest / The Inspired Stories Podcast / How Cody Fisher & Team Built Surgence Platform to Transform Healthcare Supply Chain

Transcript

How Cody Fisher & Team Built Surgence Platform to Transform Healthcare Supply Chain · The Inspired Stories Podcast

0:04
Welcome to another edition of the Inspired Stories podcast,
0:08
where leaders share their experiences so we can learn from
0:12
their successes and be inspired by how they've overcome
0:14
adversity. My name is Anthony Kotaspodi,
0:17
and today's guest is Cody Fisher, president at Concordance
0:21
Innovations. They are part of a thriving
0:24
ecosystem called Surgeons, dedicated to strengthening the
0:27
healthcare supply chain. The mission of Surgeons is to
0:31
fully connect providers, distributors and suppliers
0:35
through advanced technology, ensuring medical supplies get
0:39
where they're needed most. Surgeons, the digital platform
0:43
built by the supply chain for the supply chain, delivers real
0:46
time visibility into supply and demand, driving better patient
0:50
care. Cody is an accomplished
0:53
professional with a strong background in accounting and
0:55
finance. He earned his bachelor's degree
0:58
from Ohio Northern University in 2012 and became ACPA the
1:03
following year. His experience at Concordance
1:06
Healthcare Solutions, combined with his current leadership with
1:09
surgeons, shows his expertise and strategy and operations and
1:13
pushes healthcare supply chain innovation forward.
1:17
Now before we get into all that good stuff, today's episode is
1:20
brought to you by my company, Add Back Benefits Agency, where
1:23
we offer very specific and unique employee benefits that
1:26
are both great for your team and fiscally optimized for your
1:30
bottom line. Imagine being able to give your
1:32
employees free access to doctors, therapist and
1:36
prescription medications. And here's the fun part, the
1:39
program actually puts more money into your employees pockets and
1:44
the companies too. One recent client was able to
1:47
increase net profits by $900 per employee per year.
1:52
Results vary for each company and some organizations may not
1:55
be eligible. To find out if your company
1:57
qualifies, contact us today at AD back benefits.com.
2:01
All right, back to our guest today, the President of
2:03
Concordance Innovations and the Surgeons Platform, Cody Fischer.
2:07
Thanks for making the time to Share your story today.
2:10
Absolutely. I look forward to it.
2:13
I'm excited for the conversation.
2:16
All right, so Cody, every inspiring story has a beginning.
2:20
What sparked your journey in this industry and were there
2:24
moments along the way that made you realize this was your
2:26
calling? It's a really fair question.
2:30
To start off, I'll I'll kick off probably by sharing.
2:35
I'll be transparent and honest and much as I can be throughout
2:38
the entire conversation. When I started my career and
2:43
even from academia, I would not say healthcare was my calling
2:48
necessarily, or healthcare supply chain to be more
2:51
specific. What probably added up from
2:56
academia then through a couple of my first phases of
2:59
professional life was delivering value either to internal
3:05
customers or to that of external customers.
3:10
And that is ultimately I think what was the magnetic force or
3:14
pole which got me into my current role today?
3:18
Not through a linear path as as all can probably imagine
3:22
starting in accounting and finance and then saying, hey,
3:24
you're going to lead a technology organization.
3:27
That's vision is to transform an industry, not a linear path
3:30
there. But ultimately the magnetic
3:32
force was where are there big challenges and how can we
3:37
deliver value against those challenges?
3:39
And that ended up in my current role and responsibility, which
3:44
I'm excited to have. But hopefully that's a a weave
3:48
in and out of, you know, not necessarily a direct answer, but
3:51
a journey and a little story. So and I want to talk, obviously
3:55
we're going to talk mostly about surgeons and what you guys are
3:59
doing there today, but maybe first explain what a concordance
4:03
does. Yeah, absolutely.
4:05
So Concordance Healthcare Solutions is a distributor
4:09
within the healthcare supply chain.
4:11
So imagine moving anything from band aids and Gaza to you know,
4:17
higher end medical products and devices from the manufacturers
4:22
to the providers and that can be hospitals that could be non
4:24
acute, you know, assisted living, long term care
4:27
facilities, physician offices, etcetera.
4:30
So that was my, my calling card before surgeons.
4:34
Surgeons is a part of that organization today within the
4:38
technology space, which within the innovation subsidiary.
4:43
But there my responsibility was finance and and I got to do a
4:46
whole lot of finance leadership internally, but also have the
4:50
opportunity to represent finance in the organization with within
4:55
the industry in front of customers and suppliers, which
4:58
led to a lot of strategic relationships, strategic
5:01
initiatives and and again kind of transition from that
5:05
experience and nicely LED into what is now surgeons.
5:10
So to help our listeners better understand the problem that
5:15
surgeons is addressing, I think it might be good if you walked
5:20
us through the problems with the N 95 masks during COVID 'cause I
5:25
think. That was sort of what kicked all
5:27
this off. Yeah.
5:29
Yeah, it did. And maybe it was the, the
5:35
analogy, which probably doesn't all exactly hold true, but it
5:38
was probably the cherry on top or the icing on the cake type of
5:42
thing where enough's enough. So you know, at at the core
5:48
vision of surgeons, it's really to bring organizations in the
5:52
healthcare supply chain space together on one shared platform
5:56
so they can better understand themselves and each other in
5:58
terms of predicting supply of product and the demand of that
6:03
product. So Anthony, to your point, you
6:06
know, referencing N90 fives or think of any PPE during COVID,
6:11
whether we are in healthcare or not, we are impacted by it
6:15
during during COVID, during the pandemic, the manufacturers or
6:20
the suppliers of N90 fives were, I'll say, in my opinion, doing
6:25
the very best they could and making as much as they could.
6:29
The challenge is where do I send it?
6:31
Who needs it most? Who's using it the most?
6:34
Who has enough inventory, who doesn't have enough inventory?
6:38
The suppliers were really running blind and in terms of
6:43
data and they for the most part had to respond to the emotion of
6:49
the providers and clinicians and patients, which is incredibly
6:53
difficult. And vice versa.
6:56
The providers were ultimately running blind themselves.
7:00
A bit of how much product do I have and how much am I using?
7:04
How long will that last? But definitely running blind to
7:07
what am I getting more, how much am I getting?
7:09
Where is it coming from? When is it coming?
7:13
So at the core, that is what surgeons is embarking on doing
7:18
or is doing already. And we're, we're embarking on
7:20
enhancing what we're already doing.
7:23
And for context, it's not just doing it for one or a few
7:26
products called N 90 fives. It's the millions of products
7:31
that are spread across the healthcare supply chain that
7:33
impact our clinicians and patients every day.
7:35
Well, hopefully that helps in terms of it does to the N90
7:40
fives. Yeah, right.
7:42
So, right, everybody, Unfortunately, we all remember
7:47
2020 and beyond and what was going on with COVID and
7:50
everybody was trying to get PPE and it was hard to come by.
7:54
I guess the part that surprises me is that these, you know,
7:58
large manufacturers didn't understand where they had their
8:04
inventory. Surely they manufacture it and
8:07
then they send it to their, you know, call it 5 distribution
8:11
centers. And they would have like a count
8:14
of the number of units that are each of their DCS, right?
8:17
Yep, it's a really good question.
8:19
So within the manufacturer suppliers network, I would say
8:26
they probably had a pretty good idea of what they're producing
8:29
and what they had in stock, but go outside of their walls.
8:33
That is where the visibility to what existed essentially shut
8:38
off. So they knew what they're
8:40
making, they knew what they had in their walls, but their
8:43
customers, their distribution partners, etcetera, that is
8:48
where the visibility to how much inventory exists, how much is
8:52
being used, how long is that inventory going to last, who
8:56
needs it most in terms of the thousands of providers across
8:59
the the the United States, That is where their challenge really
9:04
started. OK, so but let me ask this then.
9:09
Let's say, yeah, I've made these N 95 masks and I ship some to
9:16
ABC Hospital. Once I've shipped them to ABC
9:20
Hospital, they belong to ABC Hospital.
9:23
Like it's not sort of like within my benefits or even like
9:31
it's, it's not my data to know like how many of those units
9:35
that they've consumed, right? Am I thinking about this
9:37
correctly or no? You are.
9:39
You are. Once the product crosses that
9:44
ownership line, for the most part, it disappears.
9:48
Now as partners, even pre pandemic, pre pre COVID, you
9:54
know, organizations that were very, very aligned.
9:58
And I'll say I'll use the word strategic, although it gets
10:01
thrown around in industry a lot. The organizations that were
10:04
strategic in their relationship, you know, they might have been
10:07
sharing some data, right? Like, OK, that provider as an
10:11
example, may send snapshots of data to the supplier to say this
10:15
is how much I have or how long it's going to last, etcetera.
10:20
It wasn't, if it was happening, it wasn't scalable and it surely
10:25
wasn't happening enough across the supplier and provider
10:28
community. But you're spot on.
10:31
I mean, once, once an organization buys product, it is
10:35
theirs, not just the physical product itself, but the data
10:39
that correlates to that product and that is.
10:43
And so and maybe the administrator of the ABC
10:46
hospital where I now have 10,000 of your N 95 masks, what would
10:51
be the advantage for me, the ABC hospital to share that data back
10:55
to you? Yeah, it's a, it's a good
10:57
question. So during the pandemic, the
11:01
perception was not much of an advantage, right?
11:05
If I share that data, it's going to be used against me.
11:08
If I have 10,000, I'm not getting my next order until I
11:11
have 0 because somebody else in the country has 0.
11:16
Fast forward to, you know, post pandemic or or current state,
11:22
the value of sharing data is incredibly high because as much
11:28
as almost every organization, not just providers, we're trying
11:32
to inventory, buy an inventory as much not only of N90 fives,
11:38
but is of PPE in general as they could in order to protect if
11:42
you're a provider, your clinicians and patients, if
11:45
you're a distributor, protect your providers so you can
11:47
support them and what they need and kind of build up the supply
11:50
chain from there. Almost every organization ended
11:53
up with too much as well. And a lot of that too much was
11:58
rooted in it was really difficult to know how much an
12:03
organization was using, how much they needed, how much they were
12:06
going to forecast that they needed.
12:09
So Fast forward to kind of current state, our position is
12:14
by sharing data, organizations now are not operating in
12:18
operational silos. They're operating together,
12:20
which is actually how the supply chain works to start with.
12:23
Like product isn't just made out of thin air and set somewhere,
12:26
it's made for demand. It's made to move to the
12:30
organizations that have demand. I mean all the way down to the
12:33
clinician and patient. The demand still exists.
12:36
Hospitals are buying product because there's demand to
12:38
protect clinicians or to protect and provide care.
12:44
So, so our, our, again, vision of or vision or statement that
12:50
although the industry is not necessarily rooted in high trust
12:54
and confidence of sharing data, the value on the other side of
12:58
that Ridge of being a bit more visible, not only internally to
13:02
organizations, but also with your partners is, is incredibly
13:07
valuable. And that that use case isn't
13:09
just, hey, do we know supply and demand?
13:12
It's how do you manage inventory?
13:13
How do you order product? Do you even have my items set up
13:16
correctly? Is pricing set up correctly?
13:18
The list can go on and on of where visibility can stem or or
13:24
advance to, but it really is rooted in trust and, and are we
13:28
aligned in our goals and are we aligned in our, our joint
13:32
mission, if you will, when we just talk about partnering
13:33
organizations. So as the administrator at ABC
13:37
Hospital, sharing that inventory data might have the following
13:43
advantages. Tell me if I'm right or wrong.
13:46
It helps the the manufacturers I'm buying from know if I'm
13:50
going to need inventory soon, right?
13:53
So that they, as the manufacturer, they can forecast,
13:57
you know, their manufacturing planning operation.
14:01
It can let my suppliers know if I've got pricing set up
14:07
incorrectly or maybe I've got it somehow coded wrong, if I've got
14:11
product descriptions in there wrong.
14:13
And they can flag that and come back to me and say, hey, we, we
14:17
need to provide you with some updates there.
14:20
Yes, and and what? Else, yes.
14:24
And the general term I would put on top of that is not only does
14:30
providing visibility help organizations start on a strong
14:34
foundation, it allows organizations to operate their
14:37
supply chains most efficiently together as well.
14:40
So how they order, when they order, when we're replenishing,
14:45
what the right level of inventory is, when to be more
14:47
resilient and increase stock and when to be less resilient and
14:52
optimized to decrease stock. And ultimately, where we see
14:57
organizations end up is not only are they better operating their
15:02
supply chains together, but they're predicting their supply
15:04
chains together. So they're more advanced than
15:06
looking forward of where is their risk, Whether that be on
15:10
the sorry outside of pain here, whether that be on the upstream
15:15
side of raw materials and manufacturing and production and
15:18
shipping or the downstream side of, you know, hospital standing
15:22
up a new facility or they're launching a new type of surgery
15:27
or domain and they want it. They expect to see a 20%
15:31
increase in patients, right. That's not a conversation that
15:35
should be had that should be transformed from a conversation
15:39
to data. So we see, so I.
15:42
Don't have to get on the phone, I don't have to shoot out an
15:44
e-mail. The system is sort of
15:46
proactively communicating that information to my.
15:50
Supplier. It has the conduit in which it's
15:52
communicated, yes. It's the conduit.
15:55
So it sounds like you guys have sort of taken everybody's
16:02
inventory tracking systems, gotten them to talk to each
16:08
other, created these centralized dashboards where the right
16:12
people can look at the right data at the right time.
16:15
But I think you guys have taken it a step further and maybe this
16:19
is what you were just sort of touching on because I think it
16:22
also helps with decision making like it does guide you through
16:27
the process. It's not just giving you the
16:29
data so that you can look at it and say, OK, I think we need 100
16:34
units this month instead of 125 like we had last month.
16:38
It it's getting more involved. Can you describe?
16:40
That it is, yes, yes, you are correct.
16:44
And that it's helping organizations, even within their
16:47
own network, bring disparate technologies together, Call it
16:50
through the single pane of glass.
16:52
It's doing the same then for providers and their partners or
16:56
suppliers and their partners and providers.
17:00
And yes, it brings that to visibility.
17:04
Call it the dashboard, right? But ultimately, we're also
17:08
translating that dashboard then into decisions based on the
17:11
rules and the strategy set by a single organization and their
17:15
partners. So imagine a world where just
17:19
say ABC, that ABC Hospital is an example, has an inventory
17:24
strategy in which they share how many days on hand they want to
17:27
carry in a certain area. That can come from a myriad of
17:33
different technologies at a source level.
17:36
But we will integrate those sources of data.
17:40
We will bring that to not only the provider, but also their
17:43
supplier partner if they would like it to be visible to them.
17:47
And now collaboratively, those two organizations are ensuring
17:50
that they're executing on the strategy they set.
17:53
And if they're not, they're given the insights and alerts.
17:55
So they wrote, actually do not have to go to a dashboard.
18:00
They're looking at an alert that's telling them you're not
18:03
executing based on the rules and strategy you put in place.
18:06
Here's what you need to do to get back to the rule.
18:10
If you don't want to get back to the rule, there's also then
18:13
incremental work flows and approvals to to go off the rule.
18:18
What we're really enabling organizations, I would argue,
18:21
not only to execute more effectively and efficiently,
18:25
we're ultimately tying their strategy to execution, which is
18:30
really, really difficult when you're running an organization
18:32
on numerous technologies, let alone then how do you share that
18:36
data and information with your supply chain partners as well?
18:40
Yeah. Interesting.
18:42
And is this focused exclusively on healthcare supply chain?
18:47
Today it is healthcare supply chain and call them channels or
18:51
segments or markets, it is consumables, it is devices,
18:58
implants. We have the ability to go into
19:01
lab, pharma, etcetera. So we're not limited on what
19:06
types of products, but our focus is healthcare supply chain.
19:12
There is plenty of work to do in the space and I don't mean that
19:16
to say that work's not being done collectively by the
19:19
industry, but the opportunity is there.
19:22
And truthfully, and and this is my opinion, the industry is
19:27
never needed to innovate more than today given financial
19:30
pressures, given the changing dynamics and how patient care
19:36
and funding works in general. But then that ripple effect all
19:39
the way back upstream in the supply chain and manufacturing
19:42
and product production. The industry I believe is going
19:47
to experience the need and necessity for a lot of change
19:52
and we're happy to be be on the ride.
19:54
There's where where there's change and where there's
19:56
challenge. There's a lot of opportunity,
19:58
Cody. What do you think's going to
20:00
drive that? Need I think it's it's two
20:03
pieces. One I, I it will pull from my
20:07
background and thread of I believe there's going to be more
20:11
financial pressure than the industry's ever felt given how
20:16
care is reimbursed and the funding mechanisms of patient
20:20
care. I think that's one thread.
20:22
The other thread is also the industry cannot over deliver on
20:33
value because I think it can become too optimized and in our
20:38
industry we cannot bring undue risk given the patient is at the
20:43
end of the product delivery. We aren't if if the healthcare
20:49
supply chain overall doesn't deliver, it doesn't mean we
20:51
didn't deliver vehicles. It doesn't mean we didn't
20:53
deliver iPhones or you know something we use in our personal
20:57
life. It means we didn't deliver care
20:59
to a patient that has a much higher magnitude of risk on the
21:04
other end of not delivering that product.
21:07
So you know, the two main pillars for me that that surgeon
21:10
for myself and that surgeons is really pushing to address is
21:14
that of bring value, but also bring resiliency and that
21:19
management of how do you how how do we help organizations balance
21:22
both of those levers. Whatever the risk profile is,
21:25
all organizations are a bit different, but we want to be the
21:28
mechanism in which they can balance that financial driver
21:31
and the resiliency risk driver simultaneously.
21:35
Cody I've been through a lot of different tech implementations
21:39
in the past and in my experience, the tools only work
21:46
if people use them and if you get the data into them.
21:50
What have you found are the biggest hurdles in getting
21:53
people to adopt surgeons technology?
21:56
It's, it's a good question. I think the easiest hurdle,
22:04
there's a couple I'll, I'll start with the easiest maybe to
22:06
talk about the easiest hurdle is simply that of change.
22:14
Think as people typically we don't like change.
22:18
Some folks really gravitate to it, but I think the common theme
22:21
is as as people, as humans, we kind of hit our stride and we
22:26
get comfortable, right, with this is my day, this is my work,
22:31
this is how I do it. I do it really, really well.
22:34
It's what I'm paid to do. And even personally, same thing,
22:36
right? We hit our stride as families
22:38
and friends and hey, it's the Sunday dinners or it's every
22:41
once a month I meet so and so like we kind of hit our stride
22:44
in our routine. So change at its core is one of
22:48
the challenges. But to take it even maybe a step
22:51
or two further, new technology is a challenge, generally
22:58
speaking. And we have to find the balance
23:04
of how far can the technology go versus to your point, Anthony,
23:08
like how far is the user today willing to go?
23:11
We try to find that balance. So my my example is our
23:16
technology can automate an entire process and not have a
23:18
human make a decision. The adoption of that is
23:23
incredibly unlikely because the humans making every decision and
23:27
hand holding a piece of data through the process today.
23:30
So to go from I control every step as a person, literally
23:34
probably in Excel files to I may not even have to click a button
23:40
and something's happening. That's too big a gap, right?
23:43
So we find that kind of what is that magic like bridge to bring
23:48
automation? Get them to take incremental
23:50
steps, yeah. Yep, exactly.
23:53
So that's part of it or or part of the next step.
23:56
The the other part is ultimately ensuring that we are solving the
24:04
problems that are most valued by the industry or or an individual
24:10
customer. So, so one of those challenges
24:13
of delivering that value or solving that challenge and the
24:16
problem is even within an organization, the persona of,
24:21
let's say the challenge a leader may have is not the challenge
24:25
that a person buying product has.
24:27
They may be connected, but they may also not be the same.
24:30
So our challenge in in delivering technology is
24:34
depending on the application or the workflow or the very
24:36
specific thing we're solving, we have to determine, are we
24:39
solving it for the person doing the work?
24:42
Are we solving it for the person leading the work or building the
24:44
strategy? And we have to be flexible
24:48
enough that those things may be different.
24:50
They might be two different applications, they might be two
24:52
different views of the same application, and they definitely
24:55
could be two different work flows.
25:00
So this strikes me as a platform where the more people that are
25:06
using it, the more useful it is, right?
25:10
If you've got one factory but none of their distribution
25:13
partners and none of their and customers using it, it's not
25:19
quite as effective. What what have you guys tried
25:25
and found success with when it comes to sort of reaching a
25:29
scale like it? What's been good for you guys in
25:32
terms of growth? Yeah.
25:34
We're, we're absolutely on that journey today.
25:36
The most effective way that we are scaling or finding that that
25:43
how do we help organizations maximize the value beyond their
25:46
own walls is to really address the challenges that not only
25:50
impact a provider or a distributor or supplier.
25:54
So to find those challenges that have multifaceted values, and
25:59
while a provider may say, yes, this is a huge challenge for me,
26:02
so does a supplier. So go back to the N 95 example,
26:07
it it is a challenge for both the provider and the supplier
26:11
community to say what's happening with X product and N
26:15
95 as an example. Those values are a bit
26:20
different. A provider wants to know where
26:22
it's at so it ensures it doesn't run out.
26:25
The supplier wants to know where it's at so it can ensure it
26:27
delivers it on time and where it's needed the most.
26:32
But both rooted in the challenge of where is the product, right.
26:36
So that's just an easy kind of an easy general example.
26:39
So we find those challenges that exist that may have different
26:44
lenses, different personas, different ways to address the
26:47
challenge based on what segment or what hat you wear.
26:50
But there's value in the multi segment approach and that
26:54
ultimately where there's finance hat here for me, where there's
27:00
value, there's there's priority and where there's priority
27:04
there's capacity. Let's talk about the value
27:07
piece. I mean, I, I'm wrapping my head
27:09
around this and, and I can see how this would be incredibly
27:12
helpful, but I think it would be useful if we just kind of like
27:17
bullet pointed like here are the the top outcomes that we expect
27:23
the surgeon platform to deliver. Yeah, it's, it's really fair.
27:27
I'll I'll hit a couple. There's too many probably just
27:33
to list off. But let's say it is to ensure
27:37
product is where it's needed the most to deliver patient care.
27:41
That is a mutual value prop that every segment of the supply
27:44
chain, it is their number one priority.
27:47
If it's not their priority, they're not in business.
27:49
Essentially, the second piece of that is how do I ensure that
27:56
product is there, but in the most optimal fashion, meaning
27:59
the combination of how do I help either myself manage inventory
28:03
or my partners manage inventory and how do I ensure we're doing
28:06
optimal order ordering strategies.
28:09
So the product is it needs to be there to take care of patients.
28:13
Secondarily, how much needs to be there and when does it need
28:16
to be there and how do we order and or ship against that demand?
28:20
And then we start breaking it down into the spokes of are
28:25
organizations buying or selling the right product at the right
28:28
time? Are they buying alternative
28:31
product? Do they need to buy alternative
28:33
product? So it starts to spoke out into
28:36
this multifaceted value statement in which suppliers
28:41
want to make sure their product is known to be available
28:46
regardless. It's a if it's a primary air
28:48
substitute and the providers have to know if the primary
28:52
product is available and if not, are there substitutes available
28:55
to again reinforce bullet one and bullet 2, do I have enough
28:59
product and is it where it needs to be to take care of my
29:01
patients? So the patient impact is
29:05
obviously a huge part of this, right?
29:07
You don't want to risk people's healths or their lives by not
29:13
having the right products in the right place at the right time.
29:16
The business case seems to me like this is all about giant
29:22
cost savings, right? Yeah.
29:24
I mean, that's what inventory management comes down to.
29:27
If I am carrying too many of the wrong things, that is cash
29:32
sitting on the shelves, not doing anybody any good, not
29:35
doing my business any good. And if I need something and I
29:40
don't have enough of it, that's also money being lost, right?
29:45
There's there's a lost sale opportunity there.
29:48
That's really what this distills down into.
29:50
Yes it is. Point .1 would be to ensure
29:56
providers are enabled to take care of their clinicians and
29:59
patients and .2 would be in the most financially optimal way
30:05
possible where today the industry is doing .1.
30:09
Like frankly, kudos to the industry because I don't know
30:12
how the industry doesn't not do what happens in other industries
30:16
where it's like, oops, we don't have enough chips or a raw
30:19
material or whatever it is and we go months without seeing a
30:23
product. That product in Healthcare is
30:25
care. The industry moves heaven and
30:29
earth to ensure it doesn't impact clinicians and patients.
30:34
Moving heaven and earth takes a lot of money.
30:36
To your point, Anthony, Right. So it is Don't lose sight of .1
30:39
but dew .2 way better is is ultimately the goal.
30:44
Well, and you know, like you said there, you know, what's
30:46
going to drive a lot of this need is the cost of care.
30:49
Just keep going up. Everything is becoming more
30:53
expensive. And your solution, the surgeon's
30:56
platform is a way to help reduce costs.
31:01
And it's something we never hear about when it comes to
31:03
healthcare now, right? Everything is going up.
31:06
This is a way to help bring in some of those expenses.
31:09
Yes, everything's going up except how much providers charge
31:16
for care, which is going down. So it's the ultimate like.
31:23
Imbalance. Yes, it's an imbalance.
31:26
That's incredibly expenses are are increasing more than ever
31:32
and call it revenue is being pressured more than ever.
31:38
What's the ultimate goal for surgeons?
31:40
Where do you see this going in the next few years?
31:47
The ultimate, ultimate goal is to enable the industry to truly
31:50
operate and almost think of it as the industry operating system
31:55
or the industry platform. That's the ultimate goal.
31:58
If you want to scale, you can integrate your data and all the
32:00
sudden if your provider partners agree as a supplier, you should
32:04
see the product. A light switch goes on.
32:05
You get to see all your product inside your end user customers,
32:09
vice versa, your provider that integrates the surgeons.
32:12
And now all of a sudden you get to see what's my supply forecast
32:16
look like? Do I have any risk in the
32:19
product I buy? You can see it by light switch,
32:22
not 100 custom APIs to individual partners that are
32:27
taking massive use from an IT team or sophisticated engineers.
32:34
I mean, that's ultimately the vision.
32:37
I would put a vision in front of that in the next three years.
32:41
If we can show the industry that change isn't that scary and
32:46
there's a lot of value on the other side of change, I would
32:48
call that a win. Even before we say, oh, the
32:52
whole industry is on one platform or a few platforms.
32:58
I think there's some really big win steps for the industry in
33:01
front of that in for surgeons in in front of that vision.
33:05
Is surgeons the first one to think about solving the problem
33:08
in this way? Like, is this the first sort of
33:10
centralized platform? I don't think we're the first
33:16
one to think about a centralized platform.
33:20
I. Think differently or better
33:22
then. Yeah.
33:24
I think we're the first organization to think about the
33:27
centralized platform in the operational sense of the supply
33:32
chain. I mean, there's a lot of
33:35
incredible platforms out there that help organizations order
33:38
and transact digitally, things of that nature.
33:44
But there's not a lot of platforms or you know, any
33:46
platforms that help organizations come together and
33:48
say, how do you manage product? How do you manage your inventory
33:51
together, not as an organization, but together?
33:55
How do you manage how you order and optimize how you order and
33:58
deliver product together? So the operational lens for us
34:02
and you know, and in the intro, Anthony, you had mentioned, you
34:05
know, built by the supply chain for the supply chain.
34:09
When you're from the supply chain, you know how it works and
34:12
you know where the ghosts are at and the skeletons are at in the
34:15
closet. You know what is difficult
34:18
day-to-day and it shouldn't be that difficult.
34:20
You know, where organizations can easily get out of a line on
34:25
get out of alignment on simple stuff.
34:29
And, you know, although our vision is big and yes, we have
34:32
some really sophisticated algorithms on some of our
34:36
applications and work flows, Most of our stuff is really
34:39
about digitizing and optimizing the most simple processes in the
34:43
supply chain and bringing organizations together to be
34:46
more simple versus more complex. So some extra color there on
34:51
the, on the vision, you know, the, the vision is big.
34:54
Our vision is big, but there's some milestones in front of that
34:56
that are very much attainable and they will be incredibly
34:59
valuable to the industry. You know, and we hit upon this a
35:02
couple of times like that change management process seems like
35:05
it's probably one of your biggest hurdles to overcome.
35:10
Yeah. How do you think about sort of
35:12
building those incremental movements to, you know, so
35:17
people are comfortable, like you said, they're they're accustomed
35:19
to holding on to every step of the process.
35:22
You can't take them from there to absolutely no involvement.
35:27
So how do you sort of think about walking them through this
35:31
before they run? I'll, I'll start by being a bit
35:35
audacious and then I'll be a bit more practical.
35:37
So the audacious answer is develop use cases and value by
35:42
showing it and proving it, that organizations can't deny.
35:46
So the value of not changing or the value of changing far
35:50
surpasses the pain of not changing.
35:52
I'll put it that way. That's the audacious answer is
35:55
show off what organizations are doing to the industry and it's a
35:59
Oh my gosh, this is a no brainer.
36:01
It really doesn't matter how painful it is, the pain of not
36:05
doing something as far surpassing the pain of change.
36:09
And I'll like I can extend on, on that comment a little bit
36:12
that I've made a few times in public settings within the
36:15
industry. But the practical side maybe
36:18
isn't too much different, just different words is really, you
36:21
know, leveraging those use cases that organizations are executing
36:25
today and helping the industry understand how that use case
36:29
pertains to them. It is not easy to be an
36:36
organization probably in general, but in healthcare
36:39
supply chain today, I mean even leading a technology company, I
36:44
probably get 100 emails a day about how another technology
36:46
company can help my technology company.
36:49
So you know, call it automation, AI, etcetera.
36:54
Individually, we are being exposed and marketed to in
37:01
general in a, in such a high level that I think part of the
37:06
challenge is it's really hard for people, let alone
37:09
organizations to sift through like which of these solutions,
37:13
which of these innovative things matter to me the most?
37:16
So if I go full circle back to be, you know, we're very
37:19
practical within our organization.
37:21
You know, we try to simplify where we can instead of be
37:24
incredibly complex and high tech.
37:27
So I, you know, the practical side of our approach is be
37:31
operational in nature, prove the value, show that value, share
37:33
the value, allow organizations to understand why integrating
37:38
and, and kind of building across that bridge, if you will, of I
37:42
should share more data and more data will be shared with me.
37:45
And what's on the other side of that?
37:48
Again, I made the comment earlier by starting with value,
37:51
it helps organizations understand how it relates to
37:53
them. It helps them prioritize that
37:56
they need to do something in a given space.
38:01
And if the priority is high enough, they will figure out or
38:03
we can help them figure out how to address the capacity because
38:07
that is also a a challenge for change.
38:12
Do you have capacity to change? Do you have resources?
38:14
Do you have the extra time to devote to innovate versus just
38:19
figure out how to operate your supply chain?
38:21
So you were on the finance side of things before with
38:24
Concordance. You got tapped on the shoulder
38:27
to lead this new venture with Surgeons.
38:31
You obviously you've got a team there at surgeons.
38:34
You had a team at Concordance that you were leading.
38:38
What are some core beliefs that have guided your leadership
38:43
style in the way that you make decisions?
38:46
It's fair. One of my beliefs, not that I
38:58
say this a lot in words, but it's it's probably core.
39:01
Regardless of title, we're all in it for the same reason.
39:05
That's what I want to believe. That's what I hope is echoed
39:08
through my leadership style. You know, we can throw, there's
39:14
meetings where we throw titles out the door, but really how we
39:17
operate day-to-day insurgents, we throw titles out the door.
39:20
That doesn't mean we throw the responsibilities out the door
39:23
necessarily, but when we're in a room figuring out a problem, you
39:27
may not be able to tell the difference between an engineer
39:29
and a finance person or the leader and customer success.
39:33
We're all in it for the same reason, to figure out the
39:35
problem, to develop a solution, to bring value.
39:39
So, you know, so kind of building that team approach
39:42
where yes, there's seats on a bus, yes, there's people in
39:44
those seats, but ultimately the bus is headed in a direction and
39:48
if the bus doesn't get there, none of us get there.
39:52
That's one part of probably core to me.
39:55
The other part, everyone has a voice and and everybody has an
40:01
expertise and everybody has a perspective and the more.
40:06
Perspective we can get ideally the better solution and value we
40:09
can we can present and deliver. The other piece that is probably
40:14
core to who I am is to be vulnerable.
40:19
At the end of the day, we're all humans, we're all people.
40:21
We all have lives, we all have family, we all have friends.
40:25
We have a lot going on and not all the time is that all work,
40:29
even though when we're, you know, behind our current day
40:32
laptop screens on Teams meetings or else it feels like it's the
40:36
only thing at times. But, you know, I, I think it's
40:40
important to really get to know and understand who we are as a
40:44
team. A-Team is made-up of people that
40:46
have individual lives and they are people and individuals
40:49
themselves. And, and ultimately, I would, I
40:53
would say the last thing that, you know, maybe I try to show
40:59
and embody is attracting people and teams that also want to
41:07
solve the hardest problems and challenges to deliver the most
41:11
difficult value. I feel like when teams are
41:15
grounded in a centralized cause and they're passionate about
41:19
that 'cause it's really hard to get put to, to get moved too far
41:28
off track. Like yes, we hit hurdles, yes,
41:30
we hit roadblocks, but collectively, when we're aligned
41:34
on the goal, the team figures out a way to get around or over
41:39
or through whatever hurdle comes up.
41:43
So those are how do. You think about constructing
41:45
that team. How do you put that team
41:47
together? How do you identify those traits
41:49
in people? Yeah, it's a good question.
41:54
For me, it's probably less technical in nature.
41:57
I, I probably have a a pretty firm belief that we can teach a
42:06
lot of technical skills, interpersonal skills, etcetera.
42:11
But what makes a person tech is not necessarily teachable.
42:17
So that combination of, you know, just find people with the
42:20
aligned passion, pull it out of them to really understand who
42:25
they are and, and what they're passionate about.
42:27
Doesn't have to necessarily be healthcare supply chain, but it
42:30
may be, you know, I will, I want to position organizations or
42:35
help position organizations and save a lot of money.
42:37
It may be the other end. I want to position organizations
42:40
to take care of my family, you know, so it doesn't have to be
42:44
like word for word the same, but people that are aligned on
42:47
addressing big problems, big challenges and delivering big
42:50
value as as part of it. The other part of that for me in
42:56
terms of like how do we build the team and, and this is
43:01
absolutely in flight for surgeons as we continue to grow,
43:05
it is to organically attract people.
43:08
I will say roughly speaking, half of our team has come to us.
43:12
We didn't go to them. So 1/2.
43:15
Of the surgeons team, which is a a relatively newer company.
43:18
OK. Yeah, newer company, Yep, Yep.
43:20
We are getting asked by the industry or people within the
43:22
industry, can I come work for you?
43:26
And I think that is representative of kind of us
43:30
walking in our beliefs, right? Walking in our mission, being
43:34
proud of what we're doing, but also being incredibly mindful of
43:37
just how significant it is for the industry.
43:41
And, you know, it's kind of hard not to want to play for a really
43:45
awesome and cool team that's solving big problems.
43:48
So, you know, again, it, it, it, it's not an exact answer, but I
43:52
think when you have a team that represents what you want your
43:55
team to be and what you want to represent an organization, you
43:59
kind of attract the talent you want.
44:01
And in some ways you deflect the talent you don't want.
44:03
I mean, people probably also see us and like, I don't want to,
44:07
that's hard. That's that's, that's a big
44:10
yeah. They, they seem like they're,
44:12
you know, there's nights where they're up late, they're kind of
44:15
weird and quirky, you know, they don't fit the mold of like
44:21
healthcare or supply chain. So, you know, and that's OK.
44:24
Like I, I appreciate that. We're proud that we're a bit
44:27
different and, you know, we address things a different way,
44:29
but. How are you different?
44:31
How are you guys quirky? You know, personally, you know,
44:36
I would say, you know, we're probably more open than most
44:41
companies probably share things at a personal level, right.
44:45
I mean, there's probably meetings where you're like,
44:46
wait, are you guys Co workers or friends?
44:48
I don't, I don't, I don't know which is this Saturday at a
44:51
football game or is this Wednesday at work?
44:55
You know, the, the quirkiness is, is maybe a bit extended, but
44:59
you know, I, I think the culture that we are building is unique
45:05
in nature. It's frankly like at times a bit
45:09
chaotic and I I think that kind of fits the mold a bit for a
45:12
start up, but that but start up mentality does not fit the mold
45:15
for healthcare supply chain. That is a kind of a 22 ends of
45:20
the spectrum a little bit, right.
45:23
And when we're bringing a little bit of that mold into the supply
45:25
chain, there's a lot of friends and there's a lot of like, oh,
45:29
like let me see how that works. So yeah, you know, and we come
45:34
from a lot of different walks of life, right?
45:36
We have, we have people from an engineering background that are,
45:40
are pretty fresh and new and they're coming and chomping at
45:43
the bit trying to solve the biggest problems to build the
45:45
next best thing to leverage AI to do crazy stuff.
45:49
We have folks that have are rooted in the supply chain and
45:51
they're like, we need to fix it this way.
45:54
This is how it works, you know, And when you blend those things
45:57
together and kind of throw them in the the proverbial blender,
46:00
it's pretty cool to see what spits out.
46:04
You know, you talk about how you guys are maybe a bit more open
46:07
than a lot of employment environments.
46:08
And I guess in that spirit of openness, I'd like to ask you,
46:12
Cody, to share a serious challenge that you've overcome
46:17
in your life, how you got through it, what you learned.
46:21
Yeah, it's, it's a good question.
46:25
And I'm, I was almost ready to say I'm a little bit sorry that
46:30
I don't have a massive challenge to share.
46:32
But as much like actually, I think I should be thankful I
46:36
don't have that massive life challenge experience to share.
46:40
But what I will share that's a current natural challenge for me
46:44
is not only do I have the honor of leading a, you know,
46:50
technology startup in the healthcare supply chain that has
46:52
this massive vision and is looking to deliver this
46:55
incredible value, but in personal life, I'm also leading
46:58
a growing family. Got a nine month old and and
47:03
probably a growing family coming behind it, I'm sure.
47:08
And really, you know, personally, I've always
47:10
struggled with finding quote, UN quote that work life balance I
47:13
have for sure laying heavy in the professional space.
47:19
You know, as I got married, that softened a little bit and then
47:22
probably softened a little bit more or at minimum is something
47:26
I had to be a lot more mindful of as my personal family has
47:29
grown. So those sacrifices of, you
47:34
know, the jump on a plane and go to a customer tomorrow on a
47:38
whim, that sacrifice was not that big a handful of years ago.
47:43
And today it's big, you know, that extra time matters whether,
47:48
you know, at conferences, I probably pinch the last night to
47:52
go home versus hell, let's stay an extra day to do a hike,
47:56
right? So like, the mindset shift for
47:58
me is still something, you know, transparently I'm working on.
48:03
I'm not sure I've heard some other leaders say this, that
48:07
we're in startups and are not startups anymore.
48:09
They're massive organizations, but I've heard them talk about
48:13
the work life balance where it's not necessarily a balance.
48:16
I I think Jeff Bezos said it a little bit.
48:20
That was one reference point. Like it's not a balance as a
48:23
teeter totter like while you're working or you're not or you're
48:26
professional or you're not. It's more like a circle and the
48:28
circle has to somehow stay aligned.
48:31
And it's more of if professionals going well and you
48:35
feel comfortable in whatever effort and time and capacity
48:37
you're putting toward professional, it's more likely
48:41
that personal also is going well.
48:43
So it's more of finding the kind of the circle and making sure
48:46
it's not too misaligned, you know, and, and where I'm focused
48:51
today is this is a strength I'm building, a muscle I'm building
48:55
is if I have the professional hat on, it's all the way on.
49:02
And if I have the personal hat on, it's all the way on.
49:05
That's my new focus. It may not be the time that I
49:10
want in either space. It may not be the sacrifice I
49:14
want to make in either space. But when I'm in the space, I'm
49:16
in the space, whether that's personal or professional.
49:19
So hopefully that I think that I think.
49:21
That one's critical. Yeah, I I'm glad that you gave
49:23
voice to that because it's exactly where my head was going
49:26
as I hear you sort of wrestling and talking about the teeter
49:28
totter. Sometimes your life needs to go
49:31
very heavily in One Direction or the other, right?
49:34
You've got a new launch. You have to, you know, say to
49:37
your wife, listen, I'm sorry, I'm going to be relatively
49:39
unavailable for X number of days or weeks.
49:44
And then when you're with your family, right, you want to be
49:47
fully locked in there too. You know, it may not be like a,
49:51
a critical event, may not be somebody's ill, but you're
49:54
you're with your kids, you're with your wife.
49:56
You know, you don't want to be clanking away on the keyboard
49:59
like, yes, dear, Yeah. You know you're not answering.
50:03
Emails at the at the kitchen table.
50:05
You're, you're not, you're not going to be as effective
50:08
answering those emails and coming up with work strategy
50:10
when you know you've got one ear over here and you're certainly
50:13
not giving your family the best either, right?
50:16
Yep, Yep, Yep. So so again.
50:19
I mean, I again, from mentors, friends, acquaintances in the
50:25
industry, I know of many of those, Oh my gosh, life moments
50:30
and Oh my gosh, how did somebody pull out of that moment?
50:35
I'm fortunate not to have at least top of mind any of those,
50:40
but I think we can all relate to hopefully a little bit of kind
50:45
of what I shared. I mean, it's a, it's absolutely
50:47
what I'm going through now. And it's not easy to, to
50:53
sacrifice either time, right, the highly momentous, highly
50:57
valuable, highly driven organization or the highly
51:03
valuable personal family and time.
51:06
So that's that's where I'm at. I think you, you and I are
51:09
probably wired pretty similarly, Cody.
51:11
And, you know, we're really driven by this desire to create,
51:16
to solve hard problems, to do the next big thing.
51:20
And it, it can be really tough to balance that with I love my
51:24
wife, I love my kids, I love my family.
51:27
I want to be there for them. And, and how do I kind of keep a
51:31
foot in both of those worlds? And, you know, and, and I'm sure
51:34
you've heard this before, I'm sure most listeners have heard
51:36
this before. You know, something I keep
51:39
playing over in my head is, you know, this idea that, you know,
51:44
nobody lays on their deathbed and, and says, oh, man, I wish I
51:47
would have worked a little bit longer, right.
51:50
And you know, the, the regrets typically come down to man, I
51:54
wish I was there for more of my kids games or my, my grandkids
51:57
or, you know, whatever it is, it's more of that, that personal
52:00
stuff. And so as I and I see you
52:03
nodding your head, I think you, you get it.
52:05
You agree You're, you're handling that, that argument in
52:08
your head all the time of, you know, how do I, how do I keep
52:13
reaching, striving, building, creating, solving, doing hard
52:16
things without creating that regret that I'm going to have
52:21
eventually, that I might have eventually someday.
52:24
Yep. All I'll say in response to that
52:26
is not only that not only am I blessed to lead the
52:29
organization, to have an incredible family, but I'm
52:32
blessed to have a team around me professionally that pushes me to
52:37
do exactly what you just said. So when I can't hold myself
52:40
accountable, I have a team around me that holds myself
52:42
accountable, not just professionally, but say hey, get
52:44
out of here and go focus on family for the next hour, the
52:48
next day, tonight, whatever it may be.
52:50
So I am blessed to have that team surrounding me
52:53
professionally that kind of urges me to go that way and
52:58
simultaneously ensures the the trajectory of the business, what
53:01
we're doing for our customers lives on without a blood so.
53:06
So, Cody, I'm going to ask you to set aside all your humility,
53:09
and I want you to explain to the listeners what your superpower
53:13
is. Superpower for me, I think my
53:26
superpower would be not sure what to name it, but I'll give
53:34
an example. Maybe is to be able to sit in a
53:37
conversation one-on-one or in a meeting several, several people
53:44
and to hear a conversation around a problem, a challenge of
53:52
what might this look like type of conversation and to be able
53:57
to visualize what that solution is and then articulate the value
54:02
to it. So if I repeat that back, I
54:06
guess in a in a simple non example term, it's to be able to
54:12
creatively design solutions essentially on the fly.
54:17
And then I'll say to leverage both sides of my brain, the
54:21
finance side, articulate the value of said solution and the
54:25
kind of the relationship side to articulate it in a way in which
54:28
somebody else can relate to call it connecting the dots.
54:34
In short, I think that's one of my super powers and you know,
54:41
maybe maybe my other superpower I've I've had a couple customers
54:45
tell me this before that you think like finance but talk like
54:49
sales. So maybe that's another analogy
54:54
or another way to describe it. But yeah.
54:57
That's a good combo of skills to have.
54:59
You can talk to both sides of the world.
55:01
Yeah, I like that. Yeah, yeah.
55:04
We actually had someone on our team lead a lead a superpower
55:09
session where we named our superpowers for all our team and
55:14
mine was and did most. People describe your superpower
55:18
in the same way that you did for yourself just now.
55:20
Yeah. It it was under the guise, I
55:23
think as as I was talking, I'm like there's something.
55:26
It was called something. It was visionary.
55:28
Virtuoso was the way the superpower is described.
55:35
I gave more words to it, articulating the value and
55:38
connecting the dots to create a solution out of a problem.
55:42
But yeah, it was it was for all the listeners.
55:47
And I know we'll probably get to this later, but it was a great
55:50
exercise. I will tell you almost to AT the
55:55
superpower exercise absolutely described everyone's superpower
55:58
on our team. Like we were shocked like as we,
56:03
we did leverage AI, of course, in some way, shape or form.
56:07
But the the superhuman or superpower character that was
56:12
describing each person on our team, everyone's basically, Yep,
56:16
that's great. That's what you do, that's what
56:18
you do really well. So it was a great exercise for
56:20
anybody that's interested. So I think you want to say more
56:24
about that 'cause you said I, I think we'll probably get to this
56:26
later. Let's not do it later, let's do
56:28
it now. What more do you want to say
56:29
about that process? Yeah, I, I mean, as far as far
56:32
as reaching out to me, again, I'm, I'm not the expert that
56:35
came up with that activity, but you know, reach out to me on
56:39
LinkedIn. I'm, I'm happy to connect the
56:41
dots. It was a great team building
56:42
exercise. It was unique in nature.
56:46
Is it something that you guys did like you created this
56:48
internally or did you use somebody else's framework?
56:52
No, it was, it was all internal. You know, we, we leveraged the
56:56
powers of some AI and just put in like simple inputs about some
57:00
of our leadership team and some of our team in general and you
57:04
know, asked it to do some prompts and basically asked us
57:06
to deliver it back. Like who our what our superpower
57:10
is and build a character for us. It's wild.
57:15
It it was and to this day, and this was the better part of a
57:19
year or so ago. To this day, there are times
57:21
where we we refer to each other as like the Super, the
57:25
superhuman or Superman or Superwoman character or and or
57:30
the the actual like superpower that they're a given person's
57:34
using like in day-to-day. So it's again it's.
57:39
Was this a helpful process just because it was interesting?
57:43
Was it helpful because it helps to boost each individual's
57:48
confidence about what they're really good at?
57:50
Was it helpful because it helped to tell all the other team
57:54
members where that person's strengths and values lie?
58:01
Or something else? It was.
58:05
It was several of those. It was meant to be a team
58:13
building exercise, an icebreaker if you will, that turned that
58:19
into what makes us as individuals tick to then the
58:25
team getting to know more about us as individuals beyond what we
58:29
would say about ourselves. Because typically like you asked
58:32
me my superpower, typically people don't answer because it's
58:35
really uncomfortable to brag about yourself, right?
58:38
So it kind, it ended up taking this like next layer down where
58:43
it's like, oh wow, this is the superpower for that person.
58:47
And we also just confirmed it's really what they're passionate
58:49
about. So when we have this type of
58:52
situation, like we now collectively know this person is
58:55
the person that needs to address that situation, that is their
58:58
superpower. Or we can see people like using
59:02
their superpower and then we can call it out and reconfirm, like,
59:05
look how great you're doing, you know, so it is it, it literally
59:09
went from an ice breaker exercise to now it is rooted in
59:14
some of our culture as a, as a team of how we talk to each
59:19
other, how we communicate, what we know about each other and
59:22
when to invoke or to incite the superpower from us, some of the
59:26
people. So it, it just was interesting.
59:30
And, and I guess that's probably why it popped in my head of, you
59:33
know, many, many use case ice breaker.
59:36
How many Ice Breakers are we a part of when we're sitting
59:39
around tables and new meetings, etcetera?
59:42
How many of those do we remember is my general question.
59:47
This one was not only remembered, it was used and
59:49
leveraged continuously throughout our team.
59:52
Sounds like it's a bit more effective than asking if you
59:54
were a fruit, what kind of fruit would you be?
59:56
Right. This is much more informative
1:00:00
and constructive. Yeah, Cody, I just.
1:00:03
Got one more question more than something small, but go ahead.
1:00:06
Yeah, I like that. I just one more question for
1:00:09
you, but before I ask it, I want to knock out a few things.
1:00:11
And you touched on this already. For the first one, to get in
1:00:15
touch with Cody Fisher, you can find him on LinkedIn.
1:00:18
We'll include a a link in the show notes, but you can also
1:00:22
search for Cody Fisher, Insurgents or Concordance and
1:00:26
you'll find his profile come up. And as a reminder, if you want
1:00:30
to get more employees access to benefits that won't hurt them
1:00:34
financially and carries a financial upside for the
1:00:37
company, reach out to add back benefits.com.
1:00:40
And finally, if you take just a moment to leave us a comment or
1:00:43
review on your favorite podcast app, we'll be forever grateful
1:00:46
to you. So last question for you, Cody,
1:00:49
You and I reconnect a year from now and you're super excited.
1:00:53
You're fist pumping in the air, You're celebrating something
1:00:56
big. What's that big thing you hope
1:00:58
to be celebrating one year from today?
1:01:05
I'll answer both two ways. Professionally, success to me
1:01:11
would not only be to say here's the five easy examples of how
1:01:17
surgeons has delivered value to the industry and how the
1:01:19
industry's changing. You know, we have some of those
1:01:22
today. Maybe not that simple.
1:01:25
Mine's probably a bit more generic, which would be to show
1:01:29
the growth of a surgeons organization, which ultimately
1:01:33
would mean that the growth of innovation in the supply chain
1:01:36
is happening. So instead of 20 people say it's
1:01:39
4050 people to double our organization means inevitably
1:01:43
the industry is innovating at a much faster pace.
1:01:47
So the number of use cases, the number of value statements is
1:01:53
very important to me from a tactical perspective.
1:01:55
But from a strategic perspective, it's more about
1:01:57
building the momentum and and increasing that momentum in the
1:02:01
industry. Personally, in a year, I would
1:02:07
love to say, you know, have a thriving family, but maybe to
1:02:12
take it tactical is to say I figured out that balance thing
1:02:16
to figure it out. I've, you know, I figured it
1:02:18
out. You cracked the.
1:02:19
Code huh I. I cracked the code.
1:02:21
Anybody that wants to figure this out, come talk to me.
1:02:25
No, but but truthfully just just being in a probably a little bit
1:02:28
more of a kind of finding that routine as much as I'm against
1:02:34
the routine and always pushing for change.
1:02:37
But to finding that you know that kind of harmony, if you
1:02:40
will, between what is the growing organization and you
1:02:44
know the time I devote to that and what is the growing family
1:02:48
and the time I try to find that that better harmony between
1:02:52
those. I like that.
1:02:55
Good goals. Cody Fisher from Surgeons, I
1:02:58
want to be the first to thank you for sharing both your time
1:03:00
and your story with us today. I really appreciate it.
1:03:04
Absolutely. Thank you, Anthony.
1:03:05
That was great. Folks, that's a wrap on another
1:03:08
episode of the Inspired Stories podcast.
1:03:10
Thanks for learning with us today.