Latest / Becker’s Healthcare - Clinical Leadership Podcast / James Lindgren, Executive Director of Revenue Cycle Systems Optimization at University of Miami Health

Transcript

James Lindgren, Executive Director of Revenue Cycle Systems Optimization at University of Miami Health · Becker’s Healthcare - Clinical Leadership Podcast

• 0:00
  Would you like to exchange best practices and ideas to improve care,
• 0:03
  enhance operational efficiency,
• 0:05
  and address financial challenges with your peers?
• 0:08
  Becker's Healthcare is facilitating these conversations at their eighth annual
• 0:12
  health IT digital health and R C M meeting.
• 0:15
  You can check your eligibility for complimentary attendance at the link in the
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  description. We are excited to welcome you in October.
• 0:22
  This is Laura Dedo with the Becker's Healthcare Podcast.
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  I'm thrilled today to be joined by James Linn,
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  executive director of Revenue Cycle Systems Optimization at University of Miami
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  Health. James, it's a pleasure to have you on the podcast today.
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  Thank you so much. Happy to be here, Laura.
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  Now I'm looking forward to our discussion because I know that the revenue cycle
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  is such an important area of any organization,
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  but especially for hospitals and health systems,
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  and there's a lot changing around the revenue cycle right now.
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  Some very exciting things happening. So I'm looking forward to our discussion.
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  But before we dive into my questions,
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  I was wondering could you tell us a little bit more about yourself and your
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  background?
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  Yeah, absolutely. Um,
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  so I've been at the University of Miami for about a year and a half now. Um,
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  came down in October of 2021. But, um, in this role that I'm in today,
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  sort of building a team of architects that works collaboratively between
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  operations and it, um, to develop solutions,
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  whether it's core revenue cycle or some of the ancillary administrative things
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  that surround revenue cycle. Um, before coming to the Miami,
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  I did work for Epic Systems, um, large E M R in the,
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  in the healthcare space in Verona, Wisconsin. Um,
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  had a privilege of working with a lot of health systems, um,
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  throughout my time there,
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  understanding various revenue cycle demands and revenue cycle needs, um,
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  before making the jump over to Miami.
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  Amazing. Wow, that's awesome to hear. And definitely from your time at Epic,
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  you know, I know that's a huge organization and like you mentioned,
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  I'm sure you connected with and touched on lots of different health systems.
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  Was there anything that you consistently saw, um, with the systems that were,
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  you know,
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  kind of the top performing ones or those that were really able to adopt the
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  technology in and move forward in the swiftest fashion?
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  It sounds cheesy sometimes, but the an,
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  the honest answer is those that truly put the patient at first. Uh,
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  and I mean that in the sense that while obviously financials matter,
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  while obviously everything around a health system is important,
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  those that made their decisions and drove every single aspect
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  of their business around the patient's experience,
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  both medically from an administrative perspective,
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  from a financial revenue cycle, statements, claims and billing perspective,
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  if they use that as their true north,
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  those are the groups that are consistently in the news of of being outstanding,
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  the doctors of technology, outstanding industry leaders in other all aspects.
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  It that,
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  that seemed to really be the common thread because it allowed them to be,
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  it allowed them,
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  it opened them up and allowed them to be more focused on questions around,
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  you know,
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  what's best for the business through the lens of what's best for the patient.
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  And if they focus on what's best for the patient, the business comes. Um, and,
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  and I'd say that's probably the most common theme is, is,
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  is making sure that the patient part was in the very forefront of their,
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  of their decision making,
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  both at the clinic clinical and clinician level all the way through the,
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  the business and the administrative function.
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  That's such a great point. Thank you so much for pointing that out, James.
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  Now what are some of the opportunities that you're seeing from your vantage
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  point at University of Miami Health as well as the headwinds that you have your
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  eye on?
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  So the University of Miami and,
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  and not unlike other academic medical centers all across the United States,
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  we pride ourselves on being, having the best faculty. And,
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  and I think when I worked at Epic, a lot of people said that,
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  and I think Miami means it and they have the data to support it. Um,
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  in terms of, at the forefront of it is how do we empower our faculty,
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  our our physicians and our providers to do what they do best. Um,
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  so the opportunities we have in front of us is how to make their job more
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  efficient in what their core mission is.
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  Their core mission is caring for patients.
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  The core mission is designing and developing in new research studies to find new
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  treatments and new diagnoses, methodologies. Um,
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  and if we are not doing everything we can in from a revenue cycle perspective
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  and from an IT perspective, then we're not doing our jobs.
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  So the opportunities are to find ways to make what they do more efficient.
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  So I see AI as a huge opportunity for physician efficiency and physician
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  development. I see automation and coding, um,
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  and automation of understanding what the physician's documentation are.
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  I think if you look back over the last 20 years, the,
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  the driver of clinical documentation wasn't necessarily medical necessity.
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  It was billing , um, and billing requirements and,
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  and and billing obligations to in,
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  whether that's insurance audits or insurance payments and insurance
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  reimbursement. And as we move to a more AI driven or automation driven world,
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  we can infer and drive the conversation to the right place and empower the
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  physicians to say what they wanna say,
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  say what they need to say to speak to their peers.
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  The the doctors they're referring to the pathologists,
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  they're sending lab labs to the patient who's trying to understand and,
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  and deal through this treatment plan or various diagnosis or comorbid conditions
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  that they have. The, the physician at the,
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  at the fundamental core of what they do is to translate what's happening into an
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  actionable next step. And I think through AI and through automation,
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  we can make it easier for them to document charge, um,
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  and prove the level of medical necessity to meet the requirements that we have
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  for charging and doing those various other things.
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  And I think the headwind in that is the industry's moving there fast, right?
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  We're seeing massive developments, um,
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  both from Epic but also all many other tech companies and other health systems
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  like the University of Miami who are innovating in this space.
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  And so it's actually the type of work that gets me most excited, um,
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  cuz it truly has an opportunity to benefit without getting in the way. Um,
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  I think the next big category, if you think of,
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  if you think maybe go more broad outside of just providers and think about how
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  do we make sure their prov their schedules are as full as possible, um,
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  in a way that is meets the expectations of their contract and their clinic
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  panel.
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  So we obviously don't wanna overburden providers with more than what they're
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  expected and are capable of doing.
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  So I'm not saying go to five minute slots or something that's unattainable and
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  un non feasible. We're not trying to work like a factory here,
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  but patients knowshow for reasons we can predict, um,
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  patients late cancel for reasons we can predict and intervene against. Um,
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  and provider time might not always be optimally used, um,
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  both in a clinic, in a hospital, in a research setting.
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  So thinking about how can technology inform operational decisions.
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  Um, and so that's one of the big opportunities we have is leveraging these,
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  you know, you know,
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  machine learning and natural language model processes to understand where the
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  opportunities are,
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  both for documentation but also just using time that the providers are giving us
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  most efficiently and effectively.
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  I love that. I think it makes a lot of sense, you know,
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  and it's really forward looking in terms of how the technology can
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  boost the providers, make them happier, make the organization more efficient,
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  and certainly get to a space where you're smartly um,
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  connecting with patients and,
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  and doing what needs to be done to deliver that care.
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  So I think that is such a great example in and really dovetails into my next
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  question.
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  And looking at revenue cycle obviously is important for the entire organization
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  as a foundation for it. Um,
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  but as you're thinking about growth and development in the future, how, uh,
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  are you,
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  I guess how are you adding value to the health system and and what does that
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  really look like?
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  That's great. So the, from a true finance perspective,
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  from my finance hat on, there's two ways to grow a business,
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  grow revenues or reduce cost.
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  And we are focusing on both very aggressively.
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  The University of Miami is making substantial investments in our community in
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  terms of additional facilities. We have a lot of,
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  we have three major construction projects in flight right now that are
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  deploying new state-of-the-art facilities to various communities within the
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  Miami-Dade Broward County area. Because at the end of the day, in order to grow,
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  you have to physically grow, you have to hire more faculty,
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  create new positions,
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  create new state-of-the-art facilities that have both research capabilities as
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  well as patient care, um,
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  facilities to see patients across all the spectrums of all of our service lines
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  cuz we're, you know, a fully diversified academic medical center.
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  So when I think about growth,
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  I think about making sure that we can do those investments and do those
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  investments smartly. Um,
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  that means making sure we have the margin to purchase and pay for the
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  construction,
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  but also we have the technology that allows us to be innovative in the way that
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  those clinics are being built.
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  So we're not just building another 1980s hospital,
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  we're building something that would be appropriate and we'd be proud of in the
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  nine, in the 2000 forties or 2000 fifties.
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  I think the way that we help with that and the way that my team focuses
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  on this is how do we do more with less than, um,
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  so as we scale up and add more visits per day,
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  add more providers on in our clinics,
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  how do we make sure we're doing that in a way that empowers the patient to
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  schedule themselves, to register themselves,
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  to reach out and get ahold of someone when they have a question and get to the
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  right place most efficiently?
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  And that's all focused primarily on the revenue side and a and a lot of those
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  things, I'll admit, they drive cost, right? We do.
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  We have to pay for the technology, we have to pay for the faculty,
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  we have to pay for the construction. Um,
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  and so it's important that we're also having,
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  we're focusing on the other side of that equation, which is cost. Um,
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  and that's the, the work that we do, the,
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  the relationships we have with vendors, um, whether that's one,
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  how we process statements or how we process insurance verifications or
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  authorizations.
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  If they were being strategic about are we leveraging all the technology we
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  should and are we getting all, everything we could out of it? Um,
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  a good example is Epic comes out with new technology,
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  new code sets every quarter. Um, something that is,
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  is hard for a health system to keep up with at our scale, but we,
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  we've put a lot of energy into making sure that every time Epic says, Hey,
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  university of Miami and all their other customers,
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  look at this new programming that we developed or this new workflow or this new
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  content that we're putting out. Use it. Um, and we find ourselves if,
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  if health systems don't focus on that and make sure that's a core priority is
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  keeping up to date with your, with your software updates,
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  so to say that you then are not taking advantage of the licensing costs you're
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  spending money on. So it's a big focus. So it's not all,
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  it's making sure we're not duplicating our costs fo buying things more than once
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  to do the same outcome, outcome and function. Um,
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  and then making sure that for everything that we're doing we're appropriately
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  incurring the right at cost and not over not too many costs that we shouldn't be
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  incurring overall in the first place.
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  I think the combination of those two things, the, you know,
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  making sure that we're actively growing and growing at the rate that we need to,
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  we're keeping our costs controlled and then also finding places to reduce cost.
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  That's where my team,
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  and that's how we think of where our value is to the organization. Um,
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  because at the end of the day, you can keep, you can keep adding more people,
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  you can keep dropping more charges,
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  but if you're not doing it within the realm of what is needed,
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  you're doing something because of something of a workflow you did 20,
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  30 years ago,
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  you're gonna fall behind and your cost curve's gonna catch up with your revenue
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  curve. Um, and you're gonna, you're, you're,
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  it's gonna happen before you realize it and before you know it,
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  you're gonna be losing millions if not billions of dollars a year,
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  which we see in the press all the time.
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  But these massive health systems all over the US that are, you know, for many,
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  many quarters,
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  not just cuz of covid but even post covid we're reporting massive operating
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  losses is because they really struggled to control cost while,
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  while also pushing various levels of, of revenue growth.
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  I think the last thing that I would note on this topic is
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  there's always opportunity in your existing, we call this your same store.
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  So the existing faculty with the existing clinic time with the existing or time
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  with the existing inpatient beds,
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  we find that we're not always utilizing those resources to the highest
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  potential. So a lot of our projects are actually just analytics in nature.
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  It's helping develop reports that aren't just numbers on a page,
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  but are are, you know,
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  graphical representations that provide a directional recommendation for what the
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  business can do. A good example,
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  we recently had a project where we started monitoring more discreetly all of our
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  outpatient ambulatory rooms, um, when were patients being put in them,
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  when were they being removed, when were providers and c nurses entering them,
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  and how effectively were we using that real estate because as we add more
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  faculty,
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  we can't all of a sudden add a bunch of more rooms unless we build a new
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  building. Um, and we found that we had a bunch of,
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  of our satellite locations that were operating at like 70, 80% utilized.
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  Um,
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  and we were able to use the data to find out where was the time not being used,
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  um,
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  and then suggest that maybe that's where we put the new faculty member or maybe
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  we could adjust some sessions or some panels around to be a, uh,
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  to be aligned in a model that is more conducive to the real estate that we have.
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  Just one example of, of a project that we've done that doesn't,
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  it's not changing the revenues, it's not changing the costs,
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  but it's providing insights into the, the how we're using the things that,
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  that we have at our disposable, whether that's real estate or time, um,
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  you know, advanced practitioner time, physician time, et cetera is a, you know,
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  big analytical focus for my team to, to drive growth at the organization.
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  Absolutely. I love that.
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  I think that makes a lot of sense and definitely great examples of areas and
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  spaces where it really is helpful for the organization to make sure
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  that, you know, as you mentioned, the revenue's in a good spot,
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  their costs are controlled,
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  they're set up for the future and success once you know you're able to do that.
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  And along those lines, you know, I,
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  I know as you have been talking about a lot of the hospitals and health systems
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  are in a, a more financially challenging spot than they were a few years ago,
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  especially before the pandemic,
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  but it's still so critical and crucial to make sure you're set yourself up to be
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  successful in the future for growth and development, et cetera.
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  So from your perspective,
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  where do you see is one area that's still really important to make investments
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  in this coming year?
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  The, the first one is people. Um, I think the,
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  you can't build greatness without greatness, right?
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  You need people that have experience, passion,
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  and a desire to be involved in the mission of the business.
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  So, and that means, you know,
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  evaluating our people in the right positions that they're currently in,
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  are there people that aren't here that we need to bring here?
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  And that's hard cuz it's a, it's ultimately just a game of, of, of good,
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  good challenging recruiting.
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  I think there's a recruiter here that I talked to on a regular basis. I,
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  as I find, you know, great talent for my teams and they said to me,
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  and I'm sure they're quoting someone else,
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  so I don't know the appropriate original quotation on this is that the best
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  people aren't looking. Um,
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  so the most talented employees that you could have, the most gifted, creative,
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  um, urgent individual who can help drive innovation,
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  whether it's clinical or IT or business administration,
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  most of them aren't looking for jobs, right? They're in a job,
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  they're doing outstanding work, they're crushing it, right?
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  They're doing something, adding a ton of value at another organization.
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  And in order to recruit, you can't always go to the, the, the,
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  the places that you think of when you think of recruiting.
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  We can't just post on LinkedIn,
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  we can't just post on Indeed or post on our jo in Workday for a job posting.
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  You'll, you'll absolutely find great people doing that.
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  I'm not saying that no one great is looking,
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  but a lot of the people that you want are in a stable job that they like
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  and you have to find a way to convince them that your mission is worth them
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  leaving and fighting for. So that, that, that's one,
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  and I'm gonna cheat and add another one, um, because I can,
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  I guess since we've got the time, um, is that the,
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  the other big I think place that I think it's worth taking risk on is
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  pushing the envelope on ai, right?
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  And I think it's easy to sit and wait for some tech company with a bunch of
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  venture capital funding to come around and offer you this product at 50% margin
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  that adds value to the business. That's easy, that's lazy.
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  I would almost say I don't,
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  I don't mean that to say there's no good products out there, but that's,
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  that's the, that's the,
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  that's the reactionary approach as a business or as an innovative,
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  as an innovative company.
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  What a company who's innovative should be doing is get out in front of this and
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  play with the technology. Go invest in chat G B T private for healthcare.
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  Go invest in, you know,
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  Amelia AI for conversational s m s and voice conversations.
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  Go invest in, um, Microsoft facial recognition api.
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  So like,
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  go find something that even though there might be a big sticker price for what
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  it's going to do, invest in it, bring it in and challenge the heck out of it,
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  right? Rip it apart,
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  put it back together and build something that can help disrupt the way
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  you do the business today. Um, because the worst thing,
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  the worst you could do is that you install a product that
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  works somewhere else, right? You,
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  you help build your portfolio of tools to help empower users.
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  That's the worst thing that could happen. The best thing that could happen,
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  or probably the most likely thing is you're gonna disrupt so many workflows and
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  so many things that you do in your health,
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  in the health system to help improve the patient experience,
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  improve the bottom line, increase utilization for providers,
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  do all these things that we've talked throughout this podcast about, um,
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  in terms of, you know,
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  innovating and disrupting the way that business is done in healthcare.
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  But the only way health systems can do that is if they take a risk and invest in
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  those technologies and invest in the base technology.
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  Don't invest in the most shiny thing over here that has the prettiest sales
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  pitch deck.
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  Invest in the best brain and the best tech stack that you can get your eye
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  hands on and then play with it,
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  invest in it and spend the time that you need to spend to make it work for you
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  and it'll pay dividends down the road. Um, those are,
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  those are things I think it's worth taking a risk on cuz you're, you're,
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  you're gonna make your r o i it might not be right away. Um,
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  but as long as you believe in the product, you believe in the technology,
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  it's gonna pay dividends. And then to my first point,
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  if you've got really smart people working for you,
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  people that are motivated by the mission, motivated to do good,
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  motivated to care about the patient first,
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  you're gonna make magical things happen. Um, in terms of innovation, innovation,
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  growth, reducing costs, improving the patient experience, all the things that,
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  that those fancy pitch decks that you got from the venture firm show you,
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  you're gonna do that yourself. You're gonna do that with your team,
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  with your technology, with your partners that care about you, um,
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  rather than just being another line item in someone else's p and l.
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  I love that. That's such an amazing way to look at it and think about it.
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  And I can imagine, you know, it's uh, easier said than done,
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  but certainly it makes a lot of, uh, um,
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  a lot of sense for hospitals and health systems and you know,
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  when you have your internal team set in place,
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  how do you empower them and embolden them to do some of these exciting,
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  the fancy things that you're talking about?
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  Freedom. I give them freedom, right? And I,
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  and that's because I'm given freedom. I'm, I don't, you know,
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  my boss and my leadership team gives me the ability to go kind of
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  take risks and,
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  and tackle projects that I think you're gonna help us in partner with operations
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  and convince them of the value. They, they, they trust me in doing that.
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  And I do the same thing for my team. Um, I have a good example.
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  I have this patient flow architect who I recruited out of a happy job.
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  I went and called him and I said, I want you down here in Miami.
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  After some negotiation, I convinced him to move down to the, the beautiful,
• 20:12
  the beautiful south Florida. And he is not,
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  he's not turned back or regretted it, but I said to him when he first came here,
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  I'm not just gonna assign you tickets.
• 20:21
  I'm not just gonna assign you a PM and assign you a project and tell you to go
• 20:24
  do it. I'm gonna introduce you to people that matter here.
• 20:28
  I'm gonna introduce you to our c e o of the hospital.
• 20:31
  I'm gonna introduce you to the head of patient movement.
• 20:33
  I'm gonna introduce you to the head of patient safety and, and public safety.
• 20:38
  And I want you to work with them and figure out what they need. I,
• 20:41
  I think I know what they want.
• 20:42
  They've talked to me about it before and here's some starter points to start
• 20:45
  preparing. I, you know, I don't leave them stranded off in the world,
• 20:48
  but I just sort of say,
• 20:50
  I'm gonna let you go figure out what you want to do and come back to me and let
• 20:54
  me know and then we'll workshop it together.
• 20:55
  Then in our one-on-ones that we have every week, they bring in ideas,
• 20:59
  we workshop 'em, some of 'em die, some of 'em evolve,
• 21:02
  some of them get put on the table for later. Um,
• 21:06
  but I sort of, I, you know, like I said, I, I'm trying to find these geniuses,
• 21:10
  these unicorns out in the industry, bring them to University of Miami,
• 21:14
  the exciting place to work and then give them freedom to do what they do best,
• 21:18
  which is think creatively develop. And then I sit there,
• 21:21
  I sit in my seat and one help workshop with them,
• 21:25
  hoping if I can even keep up with their speed of, of work, um,
• 21:29
  and then help bring down barriers, whether that's an IT barrier,
• 21:33
  whether that's a decision making barrier or operational barrier,
• 21:36
  a technical whatever the thing is, the,
• 21:37
  the thing that could potential potentially roadblock a project like this. Um,
• 21:41
  and then I intervened to help with that type of stuff to keep them out of the
• 21:44
  messiness of some of that. Mm-hmm ,
• 21:46
  I'm sure a lot of people listening experience that in their own,
• 21:49
  in their own in, in their own industry or in their own health systems. Um,
• 21:52
  and I try to tackle that for my team cause it can be really easy for them to get
• 21:56
  these really creative minds to get bogged down in politics
• 22:01
  or bogged down in process.
• 22:03
  And I see my role as their leader to help push through some of that and help
• 22:07
  them just do what they do best, which is, you know, create creative ideas, um,
• 22:11
  and get them deployed as fast as possible.
• 22:13
  I love that. Thank you so much for going through everything there and, and just,
• 22:16
  you know, what a, a fabulous system you have set up. It sounds like an amazing,
• 22:21
  um, department and organization to work for. Now, before we wrap up,
• 22:24
  I wanted to get your thoughts on growth and development.
• 22:27
  Where do you see some of the best opportunities for yourself as well as the
• 22:30
  teams that you work with?
• 22:32
  It's a good question and I think about this a lot. Unfortunately.
• 22:35
  I have a boss who, who, uh,
• 22:37
  asked me that question on a regular basis cuz he sees the vision, he's,
• 22:41
  he has his own vision and I have mine and we try to find places to align them
• 22:45
  together. I think the best opportunities that I have, we have, um,
• 22:50
  is to continue to go down this path of painful automation.
• 22:53
  I think we've gotten to a point where we are playing off of,
• 22:56
  we've already taken the low hanging fruit. It was delicious, it got,
• 23:00
  it had great outcomes. We, you know,
• 23:02
  we baked an amazing apple pie with the low hanging fruit,
• 23:05
  but now we gotta get the stuff that's a little bit higher up and a little bit
• 23:08
  harder to operationalize, a little bit harder to change it infects more users,
• 23:12
  affects more maybe, you know,
• 23:15
  technology debt that we have to take that we have to deal with in terms of bloat
• 23:19
  or things that need to be cleaned up.
• 23:21
  So the biggest opportunity is building a stronger foundation, um, and,
• 23:25
  and finding a way to not only think about the really cool things out there like
• 23:29
  ai,
• 23:30
  but use that type of project to find things in your foundation that are
• 23:34
  cracking. Um, and maybe I don't, I don't,
• 23:37
  maybe not there's no structural integrity issue, but, or hopefully there isn't.
• 23:40
  But if there is, obviously deal with that first, but if there isn't,
• 23:43
  it's doing the preventative maintenance you need to do, um,
• 23:46
  to ensure that that building continues to stay strong and you can add more
• 23:50
  floors, add more, diversify your team and, and do over mul bigger opportunities.
• 23:54
  And I,
• 23:55
  I think of the things that my architects are focused on and our team is working
• 23:59
  on and the things that constantly hold them up. Um, and it's, it's,
• 24:02
  it's some of the debt in terms of historical decisions that were made that need
• 24:05
  to be revisited. And that's not easy work. I mean that's time intensive.
• 24:09
  It's selling the idea to the business owners.
• 24:12
  It's convincing them that it's worth the risk of changing,
• 24:14
  it's helping them understand the opportunity. Um, and I think the biggest,
• 24:19
  the best, biggest,
• 24:20
  best opportunity for growth that I see for us is to continue to do more, right?
• 24:24
  Find more areas to tackle within the business,
• 24:27
  partnering with operations to, to help them deliver faster.
• 24:31
  So I think for all the, you know,
• 24:33
  for all the greatness that I think I have on my team in terms of the great
• 24:36
  people that I, that surround me, um, there's equally,
• 24:39
  if not more talent in the business that's being maybe held back by current
• 24:44
  policy or current procedure or current decisions. I mean like any health system,
• 24:49
  it's every once in a while you gotta open up that policy and say,
• 24:51
  is that the right one? Does it need to be redone,
• 24:54
  re revisited reoriented to b to better oriented to the new technology we have or
• 24:59
  just the new ecosystem.
• 25:00
  I think a good example of this in my mind is a lot of workflows got quickly
• 25:04
  developed around covid arrivals into clinics. The ways that,
• 25:08
  the ways that patients were screened before surgery.
• 25:10
  We had to really quickly as an industry figure out how to deal with this,
• 25:14
  you know,
• 25:16
  this pandemic that came upon and came back multiple times to haunt us
• 25:21
  and now we have to sit here and say, how do we continue to drive us, you know,
• 25:26
  prioritize the safety of our employees and the safety of our patients while also
• 25:30
  innovating and being more creative around how we,
• 25:32
  how we can adjust our workflows, not necessarily to a pre pandemic state,
• 25:36
  but to a new state in terms of what do we want our arrival to look like?
• 25:40
  How do we wanna leverage kiosks or,
• 25:43
  or digital front door type experiences now that we have can rethink cuz we have
• 25:47
  different things that are pressuring us. Cause it's not that none,
• 25:50
  not everything shut down because of the original, you know,
• 25:52
  the covid pandemic errors that we, that we saw across the community.
• 25:57
  So that's what, that's kinda what I would mention is just the,
• 25:59
  the opportunity is to do more by, you know, focusing on the foundation,
• 26:03
  developing more core functions, making sure those are running efficiently,
• 26:08
  and then intentionally build on that with,
• 26:10
  with additional areas of focus and rethinking the way that, you know,
• 26:14
  workflows or processes or policies are, are employed.
• 26:18
  Fantastic. James, thank you so much for joining us on the podcast today.
• 26:21
  This has been such a fun and insightful conversation and I'm looking forward to
• 26:25
  meeting you in person as well at our Health IT Digital Health and Revenue Cycle
• 26:28
  event in October.
• 26:29
  I know we'll definitely be continuing the conversation and it'll be fun to see
• 26:33
  you there.
• 26:34
  Absolutely. Thank you so much for the time.
• 26:40
  It's so important for leaders at the top of organizations to keep learning,
• 26:43
  stay sharp, grow their networks,
• 26:45
  help our audience better do this in a more simplified, personalized,
• 26:48
  and meaningful way. Becker's Healthcare has launched my bhc,
• 26:53
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• 26:56
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• 26:59
  Join the community free of charge@www.my dot becker's
• 27:03
  hospital review.com and we'll see you there.