1 00:00:00,160 --> 00:00:02,560 Welcome everyone to the Becker's Healthcare podcast series. 2 00:00:02,560 --> 00:00:05,200 I'm Ryan Mohammed, writer and moderator with Becker's 3 00:00:05,200 --> 00:00:07,040 Healthcare. And I'm thrilled to have with me 4 00:00:07,040 --> 00:00:10,320 today, Golshan Mehta, chief digital and information officer 5 00:00:10,320 --> 00:00:13,119 at Blanchard Valley Health System. Sir, welcome to 6 00:00:13,119 --> 00:00:14,719 the podcast. We're very excited to have you 7 00:00:14,719 --> 00:00:16,574 join us today. To get it started, would 8 00:00:16,574 --> 00:00:18,114 you mind telling us a bit about you, 9 00:00:18,414 --> 00:00:20,254 the health system, and kinda what makes it 10 00:00:20,254 --> 00:00:20,754 unique? 11 00:00:21,375 --> 00:00:23,234 For sure. Good morning, Mariah. 12 00:00:24,254 --> 00:00:26,175 Again, just like you said, my name is 13 00:00:26,175 --> 00:00:28,675 Gulshan Mehta. I'm the chief digital and information 14 00:00:28,814 --> 00:00:29,875 officer at 15 00:00:30,510 --> 00:00:31,970 Blanchett Valley Health System. 16 00:00:32,350 --> 00:00:33,409 I've been with the organization 17 00:00:33,950 --> 00:00:36,049 a little over a year at this point. 18 00:00:36,750 --> 00:00:40,270 I've spent much of my career within healthcare 19 00:00:40,270 --> 00:00:40,770 technology. 20 00:00:41,630 --> 00:00:42,130 I 21 00:00:42,795 --> 00:00:44,475 feel like I've had a front row seat 22 00:00:44,475 --> 00:00:46,075 over the course of the last twenty plus 23 00:00:46,075 --> 00:00:48,234 years in terms of the digitization of health 24 00:00:48,234 --> 00:00:51,274 care, and, the innovation that it has brought 25 00:00:51,274 --> 00:00:52,975 about within the industry in general 26 00:00:53,274 --> 00:00:55,594 with a good part of my time that, 27 00:00:55,835 --> 00:00:56,975 I spent at Cerner. 28 00:00:57,515 --> 00:00:58,015 And 29 00:00:59,009 --> 00:01:01,250 over the last seven years or so, I've 30 00:01:01,250 --> 00:01:03,269 had IT leadership roles within 31 00:01:03,570 --> 00:01:05,269 healthcare, you know, health systems, 32 00:01:06,450 --> 00:01:09,009 pediatric healthcare for the first six years of 33 00:01:09,009 --> 00:01:09,509 those, 34 00:01:10,209 --> 00:01:10,689 within, 35 00:01:11,090 --> 00:01:12,790 you know, in Washington, DC, 36 00:01:13,204 --> 00:01:15,364 as well as the last year or so 37 00:01:15,364 --> 00:01:17,685 has been within community healthcare over here within 38 00:01:17,685 --> 00:01:18,185 Ohio. 39 00:01:19,125 --> 00:01:21,444 The organization I work with is Blanchard Valley 40 00:01:21,444 --> 00:01:24,084 Health System, and, it is a, 41 00:01:24,965 --> 00:01:25,864 medium sized, 42 00:01:26,165 --> 00:01:28,799 regional health system out here in Northwest Ohio. 43 00:01:28,880 --> 00:01:32,000 Serves roughly a eight county region here. 44 00:01:32,560 --> 00:01:35,280 It's about an hour south of Toledo, about 45 00:01:35,280 --> 00:01:36,260 an hour and a half 46 00:01:36,640 --> 00:01:38,659 west of Columbus, Ohio. 47 00:01:39,840 --> 00:01:42,260 It is truly a special place because, 48 00:01:42,635 --> 00:01:44,795 I know you mentioned, what's the uniqueness of 49 00:01:44,795 --> 00:01:45,915 it. It, 50 00:01:46,475 --> 00:01:48,954 being medium sized, it kinda has the, you 51 00:01:48,954 --> 00:01:50,875 know, the size and the scale and the 52 00:01:50,875 --> 00:01:53,594 ambitions of being able to drive innovation. So 53 00:01:53,594 --> 00:01:55,490 it kinda thinks big when it comes to 54 00:01:55,490 --> 00:01:57,250 the use of technology and being able to 55 00:01:57,250 --> 00:02:00,049 leverage innovation as a strategic asset. While at 56 00:02:00,049 --> 00:02:00,870 the same time, 57 00:02:01,250 --> 00:02:04,049 it also affords the ability to be more 58 00:02:04,049 --> 00:02:06,689 nimble with the size, and being able to 59 00:02:06,689 --> 00:02:09,504 be more adaptable to change that innovation and 60 00:02:09,504 --> 00:02:11,905 transformation, especially related to health care, can bring 61 00:02:11,905 --> 00:02:14,384 about. So it's pretty neat, in that sort 62 00:02:14,384 --> 00:02:15,104 of a sense. 63 00:02:15,504 --> 00:02:17,824 It, punches above its weight when it comes 64 00:02:17,824 --> 00:02:18,324 to, 65 00:02:18,944 --> 00:02:20,784 the breadth of services that it, 66 00:02:21,185 --> 00:02:22,805 offers within the region. 67 00:02:23,919 --> 00:02:25,060 So from a standard, 68 00:02:25,919 --> 00:02:29,680 you know, wellness and ambulatory care services that 69 00:02:29,680 --> 00:02:32,080 it has, along with the inpatient care, as 70 00:02:32,080 --> 00:02:33,919 well as post acute care services that it 71 00:02:33,919 --> 00:02:35,680 offers within the region. It kind of serves 72 00:02:35,680 --> 00:02:38,900 as the primary health and wellness destination for 73 00:02:39,175 --> 00:02:41,094 those that live within the community. 74 00:02:41,495 --> 00:02:42,235 It's extremely 75 00:02:42,534 --> 00:02:43,514 community focused, 76 00:02:44,455 --> 00:02:46,694 you know, prides itself in terms of, a 77 00:02:46,694 --> 00:02:47,194 very 78 00:02:47,495 --> 00:02:48,715 high touch and, 79 00:02:49,414 --> 00:02:50,715 high quality care, 80 00:02:51,094 --> 00:02:53,414 which is why it continues to get rated, 81 00:02:53,814 --> 00:02:55,860 you know, in the upper quartiles when it 82 00:02:55,860 --> 00:02:58,580 comes to patient experience and quality of care. 83 00:02:58,580 --> 00:03:01,139 So, it's, it's indeed, you know, a very 84 00:03:01,139 --> 00:03:01,639 exciting, 85 00:03:02,580 --> 00:03:04,580 health system in terms of, what it offers 86 00:03:04,580 --> 00:03:06,580 to the community. And, you know, it it 87 00:03:06,819 --> 00:03:09,064 nothing beats the fact that, you know, you 88 00:03:09,064 --> 00:03:10,825 can, you can kind of walk down the 89 00:03:10,825 --> 00:03:11,965 street over here and 90 00:03:12,425 --> 00:03:14,504 see the impact that it makes just in 91 00:03:14,504 --> 00:03:14,985 terms of, 92 00:03:15,705 --> 00:03:17,865 the, you know, the fate that the community 93 00:03:17,865 --> 00:03:19,784 has within the services that it offers, as 94 00:03:19,784 --> 00:03:21,465 well as, you know, the longevity that it 95 00:03:21,465 --> 00:03:23,780 has within the, within the area in terms 96 00:03:23,780 --> 00:03:25,959 of, the population that it has served for, 97 00:03:26,580 --> 00:03:27,240 so well. 98 00:03:28,180 --> 00:03:29,939 Yeah. Thank you so much for sharing that. 99 00:03:30,259 --> 00:03:32,740 As an Ohioan and someone that, went to 100 00:03:32,740 --> 00:03:34,599 Ohio State and the Columbus community, 101 00:03:34,939 --> 00:03:36,419 it was very nice to hear some of 102 00:03:36,419 --> 00:03:38,735 those things. Is there an accomplishment 103 00:03:39,114 --> 00:03:41,275 that you would think that you're most proud 104 00:03:41,275 --> 00:03:42,574 of for the last year? 105 00:03:43,435 --> 00:03:43,834 Yeah. 106 00:03:44,314 --> 00:03:46,155 So like I said, I've been here a 107 00:03:46,155 --> 00:03:47,034 little over a year, 108 00:03:47,514 --> 00:03:47,834 and, 109 00:03:48,394 --> 00:03:50,715 we as an organization, as well as our 110 00:03:50,715 --> 00:03:52,655 leadership team, we saw it as an opportunity 111 00:03:53,240 --> 00:03:53,740 to, 112 00:03:54,840 --> 00:03:57,479 get back to fundamentals, if you would, 113 00:03:57,959 --> 00:03:58,459 from 114 00:03:59,400 --> 00:04:02,139 the IT organization. So as we look at 115 00:04:02,439 --> 00:04:04,860 what we want to build on going forward, 116 00:04:04,919 --> 00:04:07,000 we needed to do an assessment of where 117 00:04:07,000 --> 00:04:09,284 we are currently in terms of the capabilities 118 00:04:09,344 --> 00:04:11,205 that we bring to the organization. 119 00:04:12,064 --> 00:04:13,365 You know, there is 120 00:04:13,985 --> 00:04:14,965 a certain inclination 121 00:04:15,425 --> 00:04:18,144 of maybe bringing greater speed to value in 122 00:04:18,144 --> 00:04:18,705 terms of, 123 00:04:19,264 --> 00:04:21,269 new work that could be introduced. But at 124 00:04:21,269 --> 00:04:22,789 the same time, I think that was a 125 00:04:22,789 --> 00:04:23,289 realization 126 00:04:23,750 --> 00:04:25,829 that let's make sure that we build this 127 00:04:25,829 --> 00:04:28,310 on a foundation of trust. So making sure 128 00:04:28,310 --> 00:04:29,129 that reliability 129 00:04:29,509 --> 00:04:30,649 was front and center, 130 00:04:31,189 --> 00:04:33,829 before we started talking about the scalability, if 131 00:04:33,829 --> 00:04:35,324 you would, going forward. So, 132 00:04:35,725 --> 00:04:37,965 much of the work that, we've accomplished over 133 00:04:37,965 --> 00:04:39,504 the last year has been, 134 00:04:39,884 --> 00:04:41,745 again, goes back to, fundamentals 135 00:04:42,365 --> 00:04:42,865 mindset 136 00:04:43,884 --> 00:04:47,165 of, improving our IT service management and delivery 137 00:04:47,165 --> 00:04:47,665 capabilities. 138 00:04:48,050 --> 00:04:50,529 So putting in place the right people, process, 139 00:04:50,529 --> 00:04:53,110 and technology, the right structure of the organization 140 00:04:53,170 --> 00:04:54,790 that allows us to be successful, 141 00:04:55,970 --> 00:04:58,930 along with the right service management mindset that 142 00:04:58,930 --> 00:05:02,464 allows us to provide, more predictable and reliable 143 00:05:02,464 --> 00:05:03,604 service to the organization. 144 00:05:04,384 --> 00:05:06,884 That's been a keen focus on information security, 145 00:05:07,264 --> 00:05:09,444 making the transition from being defensive, 146 00:05:10,064 --> 00:05:12,164 alone to being a little bit more proactive 147 00:05:12,305 --> 00:05:14,850 as well in terms of, the work that 148 00:05:14,850 --> 00:05:17,110 we do. You know, the controlling the controllable 149 00:05:17,169 --> 00:05:18,850 side of things and being able to infuse 150 00:05:18,850 --> 00:05:20,689 that within the culture of the organization as 151 00:05:20,689 --> 00:05:21,189 well. 152 00:05:21,970 --> 00:05:24,850 And, road mapping, planning, and governance has been 153 00:05:24,850 --> 00:05:26,449 an essential part of this. So I think 154 00:05:26,449 --> 00:05:27,045 there was, 155 00:05:27,525 --> 00:05:28,884 a little bit of a sense of, 156 00:05:29,444 --> 00:05:30,504 lack of direction, 157 00:05:31,125 --> 00:05:32,504 if you would, in terms of 158 00:05:32,805 --> 00:05:35,605 what can IT truly do over what period 159 00:05:35,605 --> 00:05:36,425 of time. 160 00:05:36,965 --> 00:05:38,884 And, I think this was an opportunity for 161 00:05:38,884 --> 00:05:40,185 us to rebaseline 162 00:05:40,725 --> 00:05:42,564 in terms of the capabilities we can bring 163 00:05:42,564 --> 00:05:43,019 forward, 164 00:05:43,579 --> 00:05:45,660 in a more predictable fashion. So being able 165 00:05:45,660 --> 00:05:47,740 to start with a visioning exercise that allowed 166 00:05:47,740 --> 00:05:49,839 us to have the right balance 167 00:05:50,300 --> 00:05:52,720 of, you know, fixing the foundation while also, 168 00:05:53,019 --> 00:05:53,680 you know, 169 00:05:54,139 --> 00:05:57,500 working towards innovative solutions and innovative means of 170 00:05:57,500 --> 00:05:59,875 improving care delivery as well as efficiency. 171 00:06:00,334 --> 00:06:02,735 We created a road map, that was, 172 00:06:03,134 --> 00:06:05,055 that's something that the organization has had a 173 00:06:05,055 --> 00:06:07,615 chance to review and buy into, which now 174 00:06:07,615 --> 00:06:09,535 sets us up well for what the future 175 00:06:09,535 --> 00:06:12,495 holds. So those are, some of the, some 176 00:06:12,495 --> 00:06:13,774 of the more important things. 177 00:06:14,569 --> 00:06:15,849 You know, when it comes to tech, I 178 00:06:15,849 --> 00:06:17,689 mean, I think it's, it's really important to 179 00:06:17,689 --> 00:06:20,569 realize that it's not always about systems and 180 00:06:20,569 --> 00:06:21,050 tools. 181 00:06:21,449 --> 00:06:22,970 It is important that, 182 00:06:23,769 --> 00:06:25,289 we kind of ground a lot of this 183 00:06:25,289 --> 00:06:26,910 in trust, as I mentioned earlier. 184 00:06:27,715 --> 00:06:28,035 And, 185 00:06:28,835 --> 00:06:30,435 IT is seen as a partner. And I 186 00:06:30,435 --> 00:06:32,835 think when that happens, you know, with that 187 00:06:32,835 --> 00:06:35,175 partnership within the business community, as well 188 00:06:36,275 --> 00:06:39,154 as the clinicians over here, good things usually 189 00:06:39,154 --> 00:06:40,134 happen and progress 190 00:06:40,675 --> 00:06:43,740 follows. So that's our ability to, you know, 191 00:06:43,740 --> 00:06:45,740 kinda serve as launching pad going into the 192 00:06:45,740 --> 00:06:46,240 future. 193 00:06:46,939 --> 00:06:48,539 Yeah. Thank you so much for sharing all 194 00:06:48,539 --> 00:06:49,839 of those things. Are there, 195 00:06:50,379 --> 00:06:53,339 any big challenges that you're anticipating for this 196 00:06:53,339 --> 00:06:55,019 year or, let's say, the next four to 197 00:06:55,019 --> 00:06:55,759 five years? 198 00:06:56,925 --> 00:06:58,544 So with the opportunity 199 00:06:58,845 --> 00:06:59,345 for 200 00:06:59,805 --> 00:07:01,824 progress, as I mentioned right now, 201 00:07:02,125 --> 00:07:05,104 it also comes with some of the challenges, 202 00:07:05,245 --> 00:07:06,604 if you would, and we we keep a 203 00:07:06,604 --> 00:07:07,980 keen eye for that. 204 00:07:09,020 --> 00:07:10,480 One of those is obviously, 205 00:07:11,259 --> 00:07:11,759 related 206 00:07:12,379 --> 00:07:13,920 to just overall 207 00:07:14,300 --> 00:07:17,900 the workforce and their ability to adapt to 208 00:07:17,900 --> 00:07:21,040 change, and adapt to new technology and transformation, 209 00:07:21,980 --> 00:07:25,105 just because of, you know, where the industry 210 00:07:25,105 --> 00:07:26,944 itself has been maybe over the last four 211 00:07:26,944 --> 00:07:28,405 or five years since the pandemic. 212 00:07:29,185 --> 00:07:30,225 Burnout is real. 213 00:07:30,625 --> 00:07:32,405 You know, overwork is real. 214 00:07:33,025 --> 00:07:35,285 And, staffing related challenges 215 00:07:35,769 --> 00:07:36,649 continue to, 216 00:07:37,129 --> 00:07:38,810 pose a threat, if you would, in terms 217 00:07:38,810 --> 00:07:40,729 of, the adoption of some of the technology. 218 00:07:40,729 --> 00:07:42,029 You can only go so far 219 00:07:42,490 --> 00:07:43,789 without the right response 220 00:07:44,250 --> 00:07:45,870 from, from the staff, 221 00:07:46,329 --> 00:07:48,014 you know, in order to adopt some of 222 00:07:48,014 --> 00:07:50,415 this technology and make it actually successful and 223 00:07:50,415 --> 00:07:52,814 within the workflow. So we we manage this 224 00:07:52,814 --> 00:07:54,894 really well. It's a challenge, but, you know, 225 00:07:54,894 --> 00:07:56,995 this is this is something that we've mitigated 226 00:07:57,055 --> 00:08:00,014 through effective change management within our organization. So, 227 00:08:00,014 --> 00:08:01,860 you know, not only in terms of transparency 228 00:08:01,860 --> 00:08:03,800 for communication. So we talked about, 229 00:08:04,180 --> 00:08:06,759 you know, how we would build out the 230 00:08:06,819 --> 00:08:07,319 capabilities, 231 00:08:08,180 --> 00:08:09,620 you know, in terms of the road map 232 00:08:09,620 --> 00:08:11,379 and what we would deploy at what point. 233 00:08:11,379 --> 00:08:13,000 So having the appropriate communication 234 00:08:13,300 --> 00:08:14,279 is really important, 235 00:08:14,925 --> 00:08:16,685 and and being able to bring transparency to 236 00:08:16,685 --> 00:08:18,845 that is is really vital. But also, at 237 00:08:18,845 --> 00:08:20,444 the same time, being able to be as 238 00:08:20,444 --> 00:08:22,764 inclusive as possible as far as decision making 239 00:08:22,764 --> 00:08:24,764 goes in terms of what we work on 240 00:08:24,764 --> 00:08:26,285 and how we work on it in order 241 00:08:26,285 --> 00:08:28,125 to reduce the friction for the clinicians and 242 00:08:28,125 --> 00:08:30,420 the business in general is really, really vital 243 00:08:30,420 --> 00:08:32,019 for us. So I think that's one of 244 00:08:32,019 --> 00:08:34,179 the big challenge. You know, we can talk 245 00:08:34,179 --> 00:08:36,179 about the industry again at large, and we're 246 00:08:36,179 --> 00:08:38,340 probably not immune from it. Although, you know, 247 00:08:38,340 --> 00:08:40,500 we've been we've been able to weather the 248 00:08:40,500 --> 00:08:42,740 financial headwinds really well over the course of 249 00:08:42,740 --> 00:08:45,045 maybe the last couple of decades. But, right 250 00:08:45,045 --> 00:08:47,205 now, with the margin compression that's going on, 251 00:08:47,205 --> 00:08:49,045 I think there is a there's a keen 252 00:08:49,045 --> 00:08:50,985 realization for all of us that, 253 00:08:51,524 --> 00:08:54,245 you know, new projects and new solutions that 254 00:08:54,245 --> 00:08:57,285 we implement have to be grounded in a 255 00:08:57,285 --> 00:08:58,745 yield on that investment. 256 00:08:59,210 --> 00:09:01,370 And we're putting the right thought process in 257 00:09:01,370 --> 00:09:03,230 place in order to make sure that the 258 00:09:03,290 --> 00:09:05,529 the tools that we're implementing are going to 259 00:09:05,529 --> 00:09:07,290 yield us, you know, in the near term 260 00:09:07,290 --> 00:09:08,649 as well as in the long term in 261 00:09:08,649 --> 00:09:11,049 terms of some sort of a quantifiable benefits, 262 00:09:11,049 --> 00:09:14,044 especially knowing that, you know, we don't really 263 00:09:14,044 --> 00:09:17,164 have, too many, too many mulligans over here 264 00:09:17,164 --> 00:09:18,704 when, when it comes to, 265 00:09:19,245 --> 00:09:21,565 you know, being optimal with the deployment of 266 00:09:21,565 --> 00:09:22,625 our financial resources. 267 00:09:23,404 --> 00:09:26,129 And then, you know, cybersecurity and information security 268 00:09:26,129 --> 00:09:28,129 is always on our mind. We've made a 269 00:09:28,129 --> 00:09:30,370 lot of investment in that, not only in 270 00:09:30,370 --> 00:09:33,009 terms of processes and people and culture, but 271 00:09:33,009 --> 00:09:34,690 also in terms of tools and technology, and, 272 00:09:35,490 --> 00:09:37,250 you know, being able to stay ahead of 273 00:09:37,250 --> 00:09:40,054 the curve in terms of, what can sometimes 274 00:09:40,054 --> 00:09:40,955 be a very, 275 00:09:41,735 --> 00:09:43,115 very intimidating proposition, 276 00:09:43,894 --> 00:09:45,914 of, being able to keep the, 277 00:09:46,375 --> 00:09:48,535 keep the environment safe and secure, is a 278 00:09:48,535 --> 00:09:49,035 constant, 279 00:09:49,414 --> 00:09:50,774 is a constant in our mind, and we 280 00:09:50,774 --> 00:09:51,975 continue to, you know, 281 00:09:52,535 --> 00:09:53,894 work on it as as best as we 282 00:09:53,894 --> 00:09:57,309 can. So those I mean, that's, that that's 283 00:09:57,309 --> 00:09:59,309 maybe the perhaps the the outlook that I 284 00:09:59,309 --> 00:10:00,990 probably put in place in terms of, you 285 00:10:00,990 --> 00:10:02,910 know, what we think the key challenges might 286 00:10:02,910 --> 00:10:03,410 be. 287 00:10:04,029 --> 00:10:05,550 Yeah. No. That makes a lot of sense. 288 00:10:05,550 --> 00:10:06,610 I definitely heard, 289 00:10:07,504 --> 00:10:10,384 some executives say something remotely close to, you 290 00:10:10,384 --> 00:10:12,004 know, what you're talking about. 291 00:10:12,705 --> 00:10:14,705 What is the number one thing you're doing 292 00:10:14,705 --> 00:10:16,644 right now to set up your organization, 293 00:10:17,745 --> 00:10:19,125 for long term success? 294 00:10:20,370 --> 00:10:20,769 Yeah. 295 00:10:21,409 --> 00:10:24,289 I, I'll give you, I'll give you maybe 296 00:10:24,289 --> 00:10:26,690 two. And I think they're sort of related, 297 00:10:26,929 --> 00:10:28,069 in a certain sense. 298 00:10:28,929 --> 00:10:29,490 You know, we've, 299 00:10:30,209 --> 00:10:31,424 as I mentioned earlier, 300 00:10:31,745 --> 00:10:32,404 there is 301 00:10:32,945 --> 00:10:35,264 work that we're doing in terms of fixing 302 00:10:35,264 --> 00:10:37,584 the foundation, but we're also looking at innovation. 303 00:10:37,584 --> 00:10:40,004 And on the innovation side, some of it 304 00:10:40,464 --> 00:10:42,804 is along the lines of AI and automation. 305 00:10:43,424 --> 00:10:45,664 We've had some early successes just in the 306 00:10:45,664 --> 00:10:48,740 last year or so in terms of work 307 00:10:48,740 --> 00:10:50,919 that we've done within with the use of, 308 00:10:50,980 --> 00:10:52,440 you know, some sort of automation, 309 00:10:52,980 --> 00:10:55,080 within the radiology and the radiologist 310 00:10:55,460 --> 00:10:55,960 workflows. 311 00:10:56,340 --> 00:10:58,820 We've had some recent success in terms of 312 00:10:58,820 --> 00:11:00,164 using AI effectively 313 00:11:01,204 --> 00:11:03,044 effectively for clinical documentation through the ambient listening 314 00:11:03,044 --> 00:11:03,865 tools and such. 315 00:11:04,404 --> 00:11:06,424 We're working on the next set of priorities 316 00:11:07,044 --> 00:11:08,431 beyond that where we think we can build 317 00:11:08,431 --> 00:11:10,264 on some of this momentum. 318 00:11:10,644 --> 00:11:12,164 We've built some of that trust from the 319 00:11:12,164 --> 00:11:13,870 updating of the foundation. We talked about. We've 320 00:11:13,870 --> 00:11:15,629 built some credibility with some of the new 321 00:11:15,629 --> 00:11:17,789 innovation and the tooling so far. We're gonna 322 00:11:17,789 --> 00:11:19,889 build on top of it with more, 323 00:11:20,589 --> 00:11:23,149 automation of administrative tasks. And I think that's 324 00:11:23,149 --> 00:11:25,149 going to be important for us not only 325 00:11:25,149 --> 00:11:27,315 next year but into the years going forward 326 00:11:27,394 --> 00:11:29,335 as we use that to learn, 327 00:11:29,794 --> 00:11:30,115 and, 328 00:11:30,674 --> 00:11:31,975 and continue to evolve. 329 00:11:32,835 --> 00:11:34,115 The second piece of it is, 330 00:11:34,595 --> 00:11:37,654 informing the organization and the leadership, but also 331 00:11:37,875 --> 00:11:38,375 everyone, 332 00:11:39,154 --> 00:11:39,634 you know, 333 00:11:40,195 --> 00:11:42,294 that that even is at the front lines 334 00:11:42,434 --> 00:11:43,660 with easy 335 00:11:44,120 --> 00:11:46,040 access to data. I think there's a lot 336 00:11:46,040 --> 00:11:48,200 of friction today in terms of being able 337 00:11:48,200 --> 00:11:51,399 to get access to analytics and being able 338 00:11:51,399 --> 00:11:54,040 to derive the necessary insights to not only 339 00:11:54,040 --> 00:11:56,680 run operations, but also help in strategic planning, 340 00:11:56,680 --> 00:11:57,674 what to do next. 341 00:11:58,075 --> 00:12:01,195 And it's my team's role to make sure 342 00:12:01,195 --> 00:12:02,174 that that friction, 343 00:12:02,955 --> 00:12:04,334 is, you know, 344 00:12:05,355 --> 00:12:07,434 removed as much as possible. We wanna make 345 00:12:07,434 --> 00:12:09,434 that whole process of being able to get 346 00:12:09,434 --> 00:12:10,095 to data 347 00:12:10,490 --> 00:12:13,610 more and insights more effortless. So I think 348 00:12:13,610 --> 00:12:15,769 that's the idea behind the work that we're 349 00:12:15,769 --> 00:12:17,690 doing right now is we're building out a 350 00:12:17,690 --> 00:12:20,970 centralized enterprise data warehouse solution that's gonna allow 351 00:12:20,970 --> 00:12:23,610 us to kinda serve allow it to serve 352 00:12:23,610 --> 00:12:26,264 as, as a single pane of glass, if 353 00:12:26,264 --> 00:12:28,345 you would, that everyone would have access to 354 00:12:28,345 --> 00:12:29,965 in terms of clinical quality, 355 00:12:30,825 --> 00:12:31,325 operational 356 00:12:31,784 --> 00:12:34,105 revenue cycle, and data in general to go 357 00:12:34,105 --> 00:12:36,024 out and make decisions into the organization. I 358 00:12:36,024 --> 00:12:37,784 think that's an important part of the data 359 00:12:37,784 --> 00:12:38,284 driven 360 00:12:38,690 --> 00:12:41,009 transformation of the culture that we're affecting over 361 00:12:41,009 --> 00:12:43,250 here that is, that's gonna serve us well, 362 00:12:43,250 --> 00:12:45,110 not only now, but also into the future. 363 00:12:45,970 --> 00:12:47,649 That makes a lot of sense. Thank you 364 00:12:47,649 --> 00:12:50,149 so much for sharing those, those final thoughts. 365 00:12:50,210 --> 00:12:52,610 It's definitely been a very informative discussion. So, 366 00:12:52,610 --> 00:12:53,695 again, I wanna thank you so much for 367 00:12:53,695 --> 00:12:56,174 coming on Becker's health care, especially for the 368 00:12:56,174 --> 00:12:57,774 first time, and I hope we have you 369 00:12:57,774 --> 00:12:58,274 back. 370 00:12:58,575 --> 00:13:01,294 Thanks, Mariah. I really enjoyed it and, appreciate 371 00:13:01,294 --> 00:13:01,875 the opportunity. 372 00:13:02,254 --> 00:13:02,995 Thank you.