Latest / Becker’s Healthcare Podcast / Balancing Margin, Shortages, & 340B Risks in 2026

Transcript

Balancing Margin, Shortages, & 340B Risks in 2026 · Becker’s Healthcare Podcast

• 0:00
  Hi, everyone. This is Erica Spicer Mason with
• 0:02
  Becker's Healthcare. Thank you so much for tuning
• 0:04
  in to the Becker's Healthcare podcast series today.
• 0:08
  So today, we're going to talk about balancing
• 0:10
  margin, shortages, and three forty b risk in
• 0:12
  2026.
• 0:14
  And joining me for this conversation
• 0:15
  is AJ Rovasecki,
• 0:17
  product director at BlueSite.
• 0:20
  AJ, it's great to have you on the
• 0:21
  podcast. Thank you so much for joining us.
• 0:23
  Oh, it's really great to be here. I
• 0:25
  can't say this is always everybody's favorite thing
• 0:27
  to talk about, but it's definitely been top
• 0:29
  of mind for me and everyone I talk
• 0:30
  to recently. So looking forward to getting to,
• 0:33
  share that with everyone that's listening.
• 0:35
  Yeah. Well, our I'm I can say safely
• 0:37
  that our listeners are really going to appreciate
• 0:39
  your insights on these topics
• 0:41
  even if they aren't always, the most fun
• 0:43
  to talk about as you said, but important
• 0:45
  nonetheless.
• 0:46
  But before we dive in, would you mind
• 0:48
  sharing just a little bit more about yourself,
• 0:49
  your background, and the work that you're doing
• 0:51
  in health care?
• 0:53
  Yeah. So I'm actually a pharmacist by training.
• 0:55
  I'm still a licensed pharmacist. I spent,
• 0:59
  the first eleven years of my career at
• 1:01
  a pretty large health system,
• 1:02
  here in the Pittsburgh area. Most recently before
• 1:05
  coming to BlueSight, a pharmacy operations manager, so
• 1:08
  I oversaw
• 1:09
  little bits of basically everything we'll talk about
• 1:11
  here today.
• 1:12
  I've been at BlueSite now for about five
• 1:15
  years where I've kind of switched over to
• 1:17
  the role of working on product road map
• 1:20
  and development,
• 1:21
  in and around all the areas that I
• 1:23
  used to worry about when I was, in
• 1:25
  the health care space, as a health care
• 1:28
  worker instead of a health care vendor. So
• 1:31
  I've really focused on the same thing for
• 1:33
  my entire career about the past fifteen years,
• 1:36
  now just kinda from the other side of
• 1:37
  the street.
• 1:39
  It's great to have that dual perspective. So,
• 1:41
  AJ, great to learn more about you and
• 1:43
  excited to hear your take on some of
• 1:45
  these questions that I have today.
• 1:47
  So first, I wanted to acknowledge just kind
• 1:49
  of the shift that we're seeing more broadly
• 1:52
  in our own coverage at Becker's and some
• 1:54
  of the conversations that we're having with leaders.
• 1:56
  But we're seeing that pharmacy procurement is kind
• 1:59
  of moving from something that's
• 2:01
  maybe a series of isolated
• 2:03
  purchasing decisions.
• 2:05
  And so I'd love to know what's driving
• 2:07
  that shift,
• 2:09
  towards something
• 2:10
  perhaps more strategic.
• 2:13
  We're seeing this a leading system, so I
• 2:14
  would just love to know your your thoughts
• 2:16
  on how they're rethinking procurement.
• 2:18
  Yeah. I think, you know, for years, there
• 2:21
  has kind of been these work silos,
• 2:23
  whether it's within kind of the the health
• 2:26
  system in general,
• 2:27
  and, I mean, from where I sit or
• 2:29
  have sat,
• 2:31
  pharmacy more in particular. But I think the
• 2:34
  two big shifts that I've seen are,
• 2:36
  one, like, how does pharmacy
• 2:38
  become less of
• 2:40
  a cost center and more of a strategic
• 2:42
  driver for the organization?
• 2:44
  So that's been something that pharmacy departments,
• 2:48
  in the
• 2:49
  health care world have been working on for
• 2:50
  years.
• 2:52
  And I think that we're kind of seeing
• 2:53
  this perfect storm of various
• 2:56
  problems coming together, which have almost forced forced
• 2:59
  that narrative forward, which is, okay. Now we
• 3:01
  must do this. So how can we
• 3:04
  take this
• 3:05
  kind of confluence of problems and look at
• 3:08
  them from a more holistic level where I
• 3:10
  think, you know, previously, we had our
• 3:13
  supply chain team that works purely on getting
• 3:16
  contracts and buying drugs.
• 3:18
  We had a clinical arm that focused on
• 3:20
  the clinical initiatives.
• 3:22
  We had
• 3:23
  a regulatory compliance team that, you know, made
• 3:26
  sure that we were in compliance with all
• 3:29
  relatively needed things between compounding USP seven ninety
• 3:32
  ninety seven, three forty b compliance. And what
• 3:35
  we're really seeing now is
• 3:37
  with the ever thinning margins on health care,
• 3:40
  the potential shift we're seeing, which was scheduled
• 3:43
  for this year and now is on ice
• 3:44
  again for a little bit of moving the
• 3:46
  three forty b program to a,
• 3:49
  rebate model
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  is just a
• 3:52
  we can't keep living with all these things
• 3:54
  in silos.
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  So there's the kind of organizational
• 3:58
  thought that
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  the only way we can keep functioning strategically
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  as an organization is if we quit treating
• 4:04
  these things like three separate problems that need
• 4:06
  to be solved by different teams and start
• 4:08
  bringing them together because
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  I can't optimize
• 4:12
  the margin driving aspect of our organization unless
• 4:15
  we're procuring
• 4:16
  the drugs at the best cost at the
• 4:18
  best time. They're being done in a way
• 4:20
  that we know we can operationally
• 4:23
  access the price points we should. You know,
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  we also need to be sure that we
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  have confidence of the supply chain. So we
• 4:29
  see that kind of organizational
• 4:31
  change.
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  And, look, this isn't a podcast about the
• 4:35
  the buzziness of AI, but I think the
• 4:38
  the concept
• 4:40
  that AI has brought forward to everybody
• 4:42
  has been that data can no longer live
• 4:44
  in silos. So I see I think we're
• 4:46
  actually seeing two things come together at the
• 4:48
  same time.
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  The first being the operational
• 4:52
  nature of health care being like, we need
• 4:53
  to operate more strategically and less in silos.
• 4:56
  And at the same time,
• 4:57
  whether people are using AI tools or not,
• 4:59
  it's kind of made everybody aware that bringing
• 5:02
  data out of silos and using it together
• 5:04
  in a more consolidated manner actually allows you
• 5:06
  to do that first thing. You know, any
• 5:08
  of the AI tools that are out there
• 5:10
  now, that's really the big selling point, right,
• 5:12
  is how do I harvest new insights
• 5:14
  out of the data I already have by
• 5:16
  unsiloing it, and how can I accelerate that
• 5:19
  unsiloing?
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  So the to me, it's the dual nature
• 5:22
  of
• 5:23
  organizations know they need to unsilo these things
• 5:26
  in order to keep achieving the prime directive,
• 5:29
  which is providing health care to patients. They
• 5:32
  they must get better at driving these initiatives
• 5:34
  forward, while at the same time, a shift
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  that, hey. We don't have to live with
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  our data in silos, and the only way
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  we can achieve that goal is by bringing
• 5:42
  disparate data sources together.
• 5:44
  So a relatively long answer, but that's kinda
• 5:47
  my summary of, you know, what I'm feeling
• 5:49
  and seeing across the industry,
• 5:51
  whether it's me putting myself back in the
• 5:53
  seat at the hospital or looking from the
• 5:55
  outsider's perspective of how the vendors start to
• 5:59
  react to what the potential customers might need.
• 6:03
  Mhmm.
• 6:04
  Yeah. AJ, I appreciate how thorough your answer
• 6:06
  was because it really does underscore the complexity
• 6:08
  that health systems are facing when it comes
• 6:10
  to not just procurement, what we're talking about
• 6:13
  here today, but just complexity with their data
• 6:16
  in general and this need for it to
• 6:18
  be better integrated.
• 6:20
  So I'd love if you could also just
• 6:22
  share an example of changes or even outcomes,
• 6:26
  the organizations tend to see when they do
• 6:28
  take that more integrated approach.
• 6:31
  Yeah. One of the ways I think I
• 6:32
  can articulate it is essentially,
• 6:35
  I'll I'll answer two ways. One is what
• 6:37
  I'm seeing people do right now, and one
• 6:38
  is actually we are helping people get prepared
• 6:40
  for prior to this year. So right now,
• 6:43
  we've actually started seeing people start pull together
• 6:46
  data about supply chain resiliency and pulling it
• 6:49
  into their purchasing decisions
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  from a financial perspective.
• 6:53
  So to expand on that a little bit,
• 6:55
  you know, there's the idea of we wanna
• 6:58
  optimize our procurement costs. Right? Just like you
• 7:01
  or I, if we're shopping on a
• 7:03
  weekend at the grocery store, you know, we're
• 7:05
  looking at all the different ranch dressings and
• 7:07
  picking the one that has the best price
• 7:09
  for the value that we need. We don't
• 7:11
  typically worry about if Hidden Valley is gonna
• 7:13
  be in stock or not, but in the
• 7:14
  drug supply chain, you're you're always worried about
• 7:17
  is there going to be a supply disruption,
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  whether you're making that at a PNT level
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  as a clinical decision. You know, the pharmacoeconomics
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  of what's the cost of procurement
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  often isn't looked at in terms of and
• 7:28
  what's the relative supply chain resiliency of of
• 7:31
  that item. So if I'm picking between
• 7:34
  various first generation cephalosporins,
• 7:37
  right, there's a a formulary trade off cost
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  between
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  how much something costs and how available it's
• 7:43
  going to be. We typically haven't seen that
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  be part of the discussion.
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  What we're starting to see people do to
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  start to bring it together is
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  look at the ability to harvest huge datasets
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  and say, you know, within a therapeutic category,
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  what's the relative risk of supply chain disruption?
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  And from a therapeutic category to a drug
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  class. And so start to make some of
• 8:06
  those decisions with
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  full information. So instead of just making an
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  operational decision on,
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  we're gonna go with vendor x because they
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  have high availability,
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  or we're gonna go with vendor y because
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  they have low cost,
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  whether it's from the clinical decision making standpoint
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  of what first generation cephalosporin do we put
• 8:27
  on formulary or a
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  we don't care, just pick the best option
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  from a procurement standpoint.
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  People that are putting together those datasets to
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  say, great.
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  Drug x costs $1, drug y costs $2.
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  I simultaneously
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  can see the impact on my procurement cost
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  and the relative risk of the supply chain
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  of each of those things. What's the trade
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  off I'm willing to make?
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  And sometimes you pick the higher cost, but
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  you have the defensible reason with why you
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  do that. You understand the risks involved both
• 8:59
  from a cost and supply chain perspective.
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  So it's a very kind of concrete way.
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  We're watching people put together the datasets that
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  we work with on a daily basis.
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  In the future, and we were kind of
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  getting people prepared for this prior to the
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  first of the year and will continue to,
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  is the notion of, you know, putting together
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  datasets between the compliance and the financial aspects
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  of the three forty b program.
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  Look. I don't have a crystal ball. I
• 9:24
  don't know when it's gonna happen, but I
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  know that there seems to be
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  no slowdown in the push towards,
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  whether you wanna call it a three forty
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  b rebate pilot or a three forty b
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  rebate model or just various manufacturers
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  that are continuing to push for
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  what some may consider
• 9:41
  legally ambiguous datasets to continue to access their
• 9:44
  prices,
• 9:45
  there becomes this high burden
• 9:48
  on marrying what you need to do to
• 9:50
  prove to someone like a HRSA auditor that
• 9:53
  your program has been compliant with everything within
• 9:56
  the three forty b statute
• 9:57
  and all of the financial and claims data
• 10:00
  that will need to be available for making
• 10:02
  sure you can access the price points that
• 10:04
  that that, program provides.
• 10:07
  And so we're seeing even future thinking,
• 10:09
  organizations
• 10:10
  start to think about how do they put
• 10:13
  that data together themselves or as ourselves and
• 10:16
  lots of other vendors were doing prior to
• 10:18
  the first of this year,
• 10:20
  ramping up efforts to pull that data together
• 10:22
  and make it available to,
• 10:25
  three forty b organizations in ways that let
• 10:27
  them start crossing those bridges on siloing their
• 10:30
  compliance teams from their financial teams.
• 10:34
  Great examples, AJ. I really appreciate you elaborating
• 10:37
  there, and you touched on two topics where
• 10:39
  I wanna go just a little bit deeper.
• 10:41
  First, I know you mentioned in your example,
• 10:43
  you'd you touched on supply chain resiliency,
• 10:46
  and we know the drug shortages have become
• 10:48
  really a persistent reality for most pharmacy teams.
• 10:51
  So I'd love to know a little bit
• 10:52
  more about how integrating predictive shortage data into
• 10:55
  those procurement workflows can actually change purchasing decisions.
• 10:59
  And how should leaders balance supply risk with
• 11:01
  cost and reimbursement as well? Yeah. I wish
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  I had a magic bullet answer to the
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  second question. To the to the first question,
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  we're never going to stop supply chain disruptions.
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  Like, as long as the economics
• 11:13
  and manufacturing
• 11:14
  and distributing drugs are what they are, it's
• 11:17
  it's what's going to happen. Right? And so
• 11:19
  it's more about how do you take those
• 11:22
  predictive signals, get early warnings,
• 11:25
  and my my goal here would be to
• 11:26
  start switching our thinking from warnings like everything
• 11:29
  is a disaster that must be responded to
• 11:31
  to just part of the normal workflow.
• 11:34
  And so what we're really thinking of is
• 11:35
  how do we use this kind of predictive
• 11:37
  nature
• 11:39
  not
• 11:39
  to say, hey. Go
• 11:41
  go buy up all the stock so it
• 11:43
  doesn't affect you or
• 11:45
  how to
• 11:46
  go time the market. We're thinking, like, this
• 11:49
  is a pervasive issue.
• 11:51
  Just like
• 11:52
  going back to my grocery store example, sometimes
• 11:54
  you can't get things. Your favorite coffee creamer
• 11:57
  might not be available for a long time.
• 11:59
  Whatever.
• 12:00
  It's about having the workflow so you're not
• 12:02
  scrambling, so you're making the right decisions, so
• 12:05
  you're prepared
• 12:06
  when ultimately
• 12:07
  supply chain disruptions do happen.
• 12:10
  So taking the financial aspect out of it
• 12:12
  for a second, there's a huge operational cost
• 12:15
  of having to be
• 12:17
  really reactive
• 12:18
  to drug supply disruptions and shortages if you
• 12:21
  can prepare.
• 12:23
  Know that, hey. In thirty, sixty, ninety days,
• 12:26
  there might be a disruption in the supply.
• 12:29
  You can start having conversations with stakeholders early.
• 12:31
  Where can you use a different medication
• 12:34
  with no impact to patient care? And and
• 12:36
  just kind of let it be a pharmacy
• 12:37
  driven thing from a swap out perspective.
• 12:40
  Where do you wanna engage people,
• 12:43
  such as, like, anesthesia providers to have a
• 12:45
  plan in place before things happen
• 12:48
  and have everyone on board. So when you
• 12:50
  need to make that that switch,
• 12:52
  it's nondisruptive.
• 12:54
  It's not a operational cost to people's days
• 12:56
  and times.
• 12:58
  It's not a shock to the people who
• 13:00
  are providing care, and you kind of are
• 13:02
  unifying the entire response plan across the health
• 13:05
  system.
• 13:06
  And where it ties into finances is kind
• 13:08
  of going back to what I was saying
• 13:09
  previously.
• 13:11
  It's just understanding the risk, right, and knowing
• 13:13
  what your trade offs are going to be.
• 13:15
  And I think that's really where we're seeing
• 13:17
  the push on that on that front is
• 13:21
  going in with eyes wide open. It doesn't
• 13:23
  necessarily always need to be a push to
• 13:25
  the bottom,
• 13:26
  to buy the cheapest item
• 13:28
  if you're willing to accept a higher price
• 13:30
  for better supply chain resiliency.
• 13:34
  And, you know, we we typically at my
• 13:36
  company, we don't sell to manufacturers.
• 13:39
  We're not technically manufacturers
• 13:41
  on our customers. But by being in this
• 13:44
  industry, I've certainly had plenty of conversations with
• 13:47
  drug manufacturers and pharma
• 13:49
  who look at one of their
• 13:52
  their weapons, their compelling differentiators
• 13:55
  as,
• 13:57
  one of those differentiators being like, yeah. Great.
• 13:59
  We know we're not the cheapest, but we
• 14:00
  make sure that when our customers,
• 14:02
  aka hospitals and health systems, need supplies available
• 14:05
  to them,
• 14:06
  they've had a problem of communicating that and
• 14:09
  being able to let people have visibility into
• 14:12
  that type of information on a real time
• 14:14
  basis when they're making purchasing decisions.
• 14:17
  We don't have any plans at the moment.
• 14:19
  I certainly don't. But it from a health
• 14:21
  system perspective is you're making those decisions.
• 14:25
  You're highlighting it. Right? If I'm choosing between
• 14:27
  manufacturer a and b and one has price
• 14:29
  point a and one has price point I
• 14:31
  guess I should do price point one and
• 14:33
  price point two, I have the ability to
• 14:35
  see, am I willing to make that trade
• 14:37
  off? Will I accept a little bit higher
• 14:39
  upfront cost because they have a more resilient
• 14:41
  supply chain?
• 14:42
  I think long term, we'll see maybe manufacturers
• 14:45
  start to help us mitigate the overall shortage
• 14:47
  problem by being willing to
• 14:50
  produce more
• 14:52
  if they can see that they can get
• 14:53
  those price points because people are willing to
• 14:55
  pay for it. Now, look, that's a very
• 14:56
  pie in the sky
• 14:58
  macroeconomic,
• 14:59
  supply and demand assessment of the entire situation,
• 15:02
  and,
• 15:03
  maybe I'm naive.
• 15:05
  But that is one of the things we
• 15:06
  aim to do here is by showing that
• 15:09
  that that balancing act, that what I'm willing
• 15:11
  to pay for what value I get is
• 15:13
  transparent to health systems, that we can start
• 15:16
  to mitigate the number of supply chain disruptions
• 15:18
  that people actually experience.
• 15:21
  Yeah. AJ, thank you so much. And I
• 15:24
  I wanna get to some closing thoughts here.
• 15:26
  But before we do, another piece,
• 15:29
  from your early examples I wanted to hit
• 15:30
  on to is going back to this three
• 15:33
  forty b,
• 15:35
  potentially facing
• 15:37
  rebate model changes.
• 15:38
  And
• 15:39
  so from your point of view, as those
• 15:42
  model changes, if they were to take place
• 15:44
  and
• 15:45
  if there were to be increased audit scrutiny
• 15:48
  here, how could this unified or integrated data
• 15:50
  approach help pharmacy teams stay compliant while also
• 15:53
  protecting their bottom line too?
• 15:56
  Yeah. I think it what it actually does
• 15:58
  is it couples
• 15:59
  both activities into one. So one of the
• 16:01
  things we've been trying to aim for, and,
• 16:04
  obviously, we ended up not needing to,
• 16:07
  pull the trigger, but we were starting to,
• 16:09
  pilot with some customers with how do we
• 16:12
  wrap all that into into all one piece
• 16:14
  and not make it an extra burden. So,
• 16:17
  if the rebate model were to go forward,
• 16:18
  the idea is that you take pharmacy
• 16:22
  medical or pharmacy claims data, and you must
• 16:24
  submit it back through a third party
• 16:27
  to prove that it was a
• 16:29
  approved use of the three forty b medication,
• 16:32
  and then you get paid back. So same
• 16:34
  as a mail in coupon versus an upfront
• 16:36
  discount. Just total shopping analogies today.
• 16:40
  And so
• 16:41
  to do that, you actually need access to
• 16:44
  what underlies
• 16:46
  a transactional audit from a compliance perspective.
• 16:49
  So it's really how can I couple those
• 16:51
  two things back together
• 16:53
  so that
• 16:54
  I can be fully audit defensible
• 16:56
  when I'm submitting
• 16:58
  that claim through a third party or through
• 17:00
  to a manufacturer ultimately to get my rebate
• 17:03
  back, which is necessary to protect the intent
• 17:05
  of the three forty b program, which is
• 17:07
  to,
• 17:08
  extend the reach of the health care system,
• 17:11
  the ability to stretch resources,
• 17:13
  while at the same time knowing that not
• 17:15
  only is that claim that I submitted
• 17:18
  I've been using the term bulletproof, but I
• 17:20
  really mean audited down to its core?
• 17:23
  But
• 17:24
  by virtue of doing that in the first
• 17:25
  place, if a auditor from HRSA comes back
• 17:28
  into our organization,
• 17:30
  I don't have to be worried. I don't
• 17:32
  have to be ready to I don't have
• 17:33
  to go spin up a whole another process
• 17:35
  to go get myself ready for an audit
• 17:37
  because I've been doing it all along.
• 17:39
  So, really, what I think is,
• 17:41
  in general, it's gonna push us further towards
• 17:44
  the perpetual audit readiness and ourselves or other
• 17:47
  vendors that are kind of thinking about the
• 17:49
  future or thinking about how can we do
• 17:51
  this in a way? How can we prepare
• 17:53
  people for this rebate pilot in a way?
• 17:55
  Not only that
• 17:56
  takes some of the operational burden off their
• 17:58
  plates, but also makes them more compliant ready
• 18:00
  at the same time while becoming more efficient
• 18:03
  at both.
• 18:04
  And that was a little bit esoteric, but
• 18:05
  that's just because I don't have any concrete
• 18:07
  examples because we haven't actually had to do
• 18:09
  it yet. Mhmm. But that's very much how
• 18:11
  we're conceptualizing
• 18:12
  it is how can we use
• 18:14
  one workflow
• 18:15
  to solve both problems.
• 18:18
  Oh, absolutely. And it it signals how your
• 18:20
  organization is looking ahead, AJ, and it's helpful
• 18:23
  for our listeners, no doubt. And by the
• 18:25
  way, appreciate the grocery and retail analogy
• 18:27
  because they they resonate with me. So, hopefully,
• 18:30
  our listeners too.
• 18:32
  But, AJ, it's been a great discussion today.
• 18:34
  Just one final question for you. As you're
• 18:37
  looking ahead, what do you think pharmacy leaders
• 18:39
  should prioritize right now to build a more
• 18:42
  resilient and financially sustainable procurement approach?
• 18:46
  Yeah.
• 18:48
  I think it's really about
• 18:49
  build by partner. And, like, like, it's something
• 18:51
  in the product world that we do all
• 18:53
  the time. What do we build on our
• 18:55
  own? What do we partner people with?
• 18:57
  What do we go buy? I think it's
• 18:59
  understanding that all three of these things are
• 19:01
  coming together. Tighter controls on costs. Look. I
• 19:04
  can sound like any big city financial consultant.
• 19:07
  Reduce costs, increase revenue,
• 19:10
  be more solvent, whatever. But think about that.
• 19:13
  Right? We understand that
• 19:16
  going forward, there's going to be increased pressure
• 19:18
  to decrease your cost, to increase
• 19:21
  margin where it is
• 19:23
  applicable,
• 19:24
  at the same time doing so with the
• 19:26
  variable of supply chain. So take a hard
• 19:28
  look at each of those three domains
• 19:30
  that, you know, kind of in total make
• 19:33
  up the procurement
• 19:34
  ecosystem. Like, thinking of procurement in this terms
• 19:36
  of, like, the actual cost of buying things,
• 19:39
  the supply chain of those things, and maintaining
• 19:42
  compliance with what you buy, that kinda makes
• 19:44
  up the the procurement umbrella.
• 19:46
  And take the next six, twelve months
• 19:49
  as we have kind of the stay of
• 19:51
  execution from the delivery of the rebate model,
• 19:53
  which will really throw things into,
• 19:56
  a bit of
• 19:57
  a rethinking
• 19:58
  and think, how are we gonna do this?
• 20:00
  What parts do we bring in or bring
• 20:03
  inside, and can we can build on our
• 20:05
  own? What points do we find the right
• 20:07
  people to partner with or buy solutions?
• 20:09
  And it's really using this time to make
• 20:12
  sure that you understand these are the challenges
• 20:14
  we're facing and look at the options that
• 20:16
  are out there and prioritize what matters most
• 20:19
  to your organization.
• 20:20
  You have
• 20:21
  a seven person nonstop
• 20:24
  data engineering team to predict your own shortages.
• 20:27
  You'd be in the minority, then great. Maybe
• 20:29
  that's not what you need to focus on.
• 20:31
  But it's kind of taking a look at
• 20:33
  your organization and figuring out which of those
• 20:35
  three domains makes the most sense to focus
• 20:37
  on first.
• 20:39
  Really sound advice. AJ, I I wanna thank
• 20:41
  you again so much for your time today
• 20:43
  and for sharing all of your insights with
• 20:45
  Becker's listeners. Thank you again.
• 20:47
  Thanks for having me. Look forward to being
• 20:49
  back at any time. No. We look forward
• 20:52
  to it as well, and we'd also like
• 20:53
  to thank the podcast sponsor for today, BlueSite.
• 20:57
  Listeners, be sure to tune in to more
• 20:59
  podcasts from Becker's Healthcare by visiting our podcast
• 21:01
  page at beckershospitalreview.com.