1 00:00:00,719 --> 00:00:04,000 Exciting things are happening at Becker's Healthcare. Stay 2 00:00:04,000 --> 00:00:06,240 ahead of industry trends with the new Becker's 3 00:00:06,240 --> 00:00:08,419 CFO plus Revenue Cycle podcast, 4 00:00:08,800 --> 00:00:11,119 your go to source for insights from top 5 00:00:11,119 --> 00:00:14,154 healthcare finance leaders. Tune in wherever you get 6 00:00:14,154 --> 00:00:15,054 your podcasts. 7 00:00:15,914 --> 00:00:18,475 And don't miss the tenth annual health IT 8 00:00:18,475 --> 00:00:22,154 plus digital health plus RCM conference, happening September 9 00:00:22,154 --> 00:00:24,474 30 to 10/03/2025 10 00:00:24,474 --> 00:00:25,214 in Chicago. 11 00:00:25,755 --> 00:00:26,879 Join thousands of 12 00:00:27,279 --> 00:00:30,079 executives, engage with industry leaders, and explore the 13 00:00:30,079 --> 00:00:31,619 future of health care innovation. 14 00:00:32,320 --> 00:00:36,719 Learn more about our upcoming events at beckershospitalreview.com. 15 00:00:36,719 --> 00:00:37,539 See you there. 16 00:00:38,320 --> 00:00:40,479 This is Laura Dirda with the Becker's Healthcare 17 00:00:40,479 --> 00:00:42,594 podcast. I'm thrilled today to be joined by 18 00:00:42,594 --> 00:00:44,994 doctor Sarah Pletcher, chief digital health officer at 19 00:00:44,994 --> 00:00:47,155 Houston Methodist. Doctor Pletcher, it's a pleasure to 20 00:00:47,155 --> 00:00:49,315 have you on the podcast today. Thank you 21 00:00:49,315 --> 00:00:51,155 so much for the opportunity to have a 22 00:00:51,155 --> 00:00:51,655 chat. 23 00:00:52,195 --> 00:00:55,570 Absolutely. Absolutely. So, I'm excited for our conversation 24 00:00:55,570 --> 00:00:57,409 because I know Houston Methodist is certainly on 25 00:00:57,409 --> 00:00:59,729 the forefront of a lot of fascinating things 26 00:00:59,729 --> 00:01:02,369 happening in health care innovation, in digital technology, 27 00:01:02,369 --> 00:01:03,729 and so it'll be great to get your 28 00:01:03,729 --> 00:01:06,129 perspective on some of the cool projects you're 29 00:01:06,129 --> 00:01:07,810 doing right now as well as what's ahead. 30 00:01:07,810 --> 00:01:10,185 But before we dive into that discussion, can 31 00:01:10,185 --> 00:01:11,505 you tell us a little bit more about 32 00:01:11,505 --> 00:01:13,444 Houston Methodist and what makes it unique? 33 00:01:14,465 --> 00:01:14,965 Sure. 34 00:01:15,505 --> 00:01:17,364 So Houston Methodist is, 35 00:01:17,825 --> 00:01:18,564 a nationally 36 00:01:18,944 --> 00:01:19,444 recognized 37 00:01:20,145 --> 00:01:22,005 high quality health system, 38 00:01:22,385 --> 00:01:24,245 right here in Houston, Texas, 39 00:01:24,890 --> 00:01:27,130 which is part of the Texas Medical Center, 40 00:01:27,130 --> 00:01:28,969 the largest medical center in the world, which 41 00:01:28,969 --> 00:01:29,469 I, 42 00:01:30,010 --> 00:01:32,090 learned only in the last, six or seven 43 00:01:32,090 --> 00:01:34,490 years since relocating here. And we have a 44 00:01:34,490 --> 00:01:35,630 network of now, 45 00:01:36,490 --> 00:01:37,310 eight hospitals 46 00:01:37,770 --> 00:01:39,469 around, Greater Houston. 47 00:01:40,674 --> 00:01:42,194 That's amazing to hear, you know, and a 48 00:01:42,194 --> 00:01:42,674 really, 49 00:01:43,075 --> 00:01:46,114 great area that you're you're serving. So, from 50 00:01:46,114 --> 00:01:48,354 your perspective, what is the accomplishment that you're 51 00:01:48,354 --> 00:01:49,954 most proud of from the last year or 52 00:01:49,954 --> 00:01:50,454 so? 53 00:01:51,155 --> 00:01:53,474 Well, gosh. There've been there've been so many. 54 00:01:53,474 --> 00:01:55,719 I think some of the highlights that stand 55 00:01:55,719 --> 00:01:56,200 out, 56 00:01:56,599 --> 00:01:58,840 you know, we've really leaned in to make 57 00:01:58,840 --> 00:02:01,819 some big bets in terms of digital health, 58 00:02:02,200 --> 00:02:03,579 tools and innovations. 59 00:02:04,439 --> 00:02:06,539 So some of those include, we've completed 60 00:02:06,920 --> 00:02:07,420 installation 61 00:02:07,799 --> 00:02:08,299 of 62 00:02:08,665 --> 00:02:11,004 a lot of tech. So we now have 63 00:02:11,465 --> 00:02:14,185 state of the art virtual care and ambient 64 00:02:14,185 --> 00:02:17,165 care sensors and cameras in every patient room 65 00:02:17,224 --> 00:02:19,865 across the health system through our partnership with 66 00:02:19,865 --> 00:02:21,004 Kari Eye Stryker. 67 00:02:21,959 --> 00:02:24,300 And that includes integration with Epic, 68 00:02:24,680 --> 00:02:25,739 to really launch 69 00:02:26,199 --> 00:02:28,060 very cutting edge educational 70 00:02:28,360 --> 00:02:31,239 and care team content and support through the 71 00:02:31,239 --> 00:02:32,539 television in the room. 72 00:02:33,080 --> 00:02:34,459 We put a wearable 73 00:02:34,965 --> 00:02:37,444 sensor on every patient that comes into any 74 00:02:37,444 --> 00:02:39,605 of our hospitals through our partnership with Bio 75 00:02:39,605 --> 00:02:40,105 Intellisense 76 00:02:40,485 --> 00:02:41,705 to do vitals monitoring. 77 00:02:42,564 --> 00:02:43,625 We have ambient, 78 00:02:44,245 --> 00:02:47,365 sensors in our operating rooms through our partnership 79 00:02:47,365 --> 00:02:48,025 with Appella. 80 00:02:48,730 --> 00:02:51,210 And really a long long list of really 81 00:02:51,210 --> 00:02:52,670 key AI investments, 82 00:02:53,689 --> 00:02:54,189 including 83 00:02:54,650 --> 00:02:57,150 tools for prediction and summarization, 84 00:02:57,770 --> 00:02:59,390 like our partnership with HDAI, 85 00:03:00,409 --> 00:03:02,030 and Scribe documentation 86 00:03:02,490 --> 00:03:03,914 solutions, like our partnership with 87 00:03:05,834 --> 00:03:08,954 and many of these, are showcased across the 88 00:03:08,954 --> 00:03:10,414 system and in particular, 89 00:03:11,034 --> 00:03:13,594 in our newest hospital, which we've, you know, 90 00:03:13,594 --> 00:03:15,674 we've referred to as a smart hospital, and 91 00:03:15,674 --> 00:03:17,375 it just opened on Monday. 92 00:03:18,599 --> 00:03:20,919 Oh, wow. That's amazing. You know, and I 93 00:03:20,919 --> 00:03:23,099 I I know that smart hospital was certainly, 94 00:03:23,560 --> 00:03:25,260 many years in the making. So, 95 00:03:25,719 --> 00:03:27,400 I'm curious, you know, when you look at 96 00:03:27,400 --> 00:03:28,540 it in developing 97 00:03:28,919 --> 00:03:29,980 a smart hospital, 98 00:03:30,344 --> 00:03:33,064 what, goes into that? What really is different 99 00:03:33,064 --> 00:03:36,025 from the typical hospital that we've traditionally seen 100 00:03:36,025 --> 00:03:38,364 that goes into making actually a smart hospital? 101 00:03:39,305 --> 00:03:40,444 And and, honestly, 102 00:03:40,745 --> 00:03:42,584 you know, the the a smart or smart 103 00:03:42,584 --> 00:03:44,205 hospital is our newest 104 00:03:44,599 --> 00:03:46,699 facility, and so where we could 105 00:03:47,159 --> 00:03:47,659 intentionally, 106 00:03:48,840 --> 00:03:49,340 build 107 00:03:49,639 --> 00:03:50,620 and design, 108 00:03:51,639 --> 00:03:53,419 around some of our new tools. 109 00:03:53,800 --> 00:03:56,120 But really the important part is in how 110 00:03:56,120 --> 00:03:59,020 you design the programs that leverage those tools. 111 00:04:00,105 --> 00:04:03,564 And and that's certainly smart, but also just 112 00:04:03,865 --> 00:04:04,844 good old fashioned, 113 00:04:05,784 --> 00:04:09,625 hard work and protocols and education and designing 114 00:04:09,625 --> 00:04:10,844 your programs thoughtfully. 115 00:04:11,224 --> 00:04:13,145 So we've rolled out all of the care 116 00:04:13,145 --> 00:04:15,979 programs that I mentioned across our whole system. 117 00:04:16,920 --> 00:04:17,740 So the technology 118 00:04:18,040 --> 00:04:19,500 might might look, 119 00:04:20,759 --> 00:04:22,699 slickest in our newest facility, 120 00:04:23,079 --> 00:04:24,300 but the care programs 121 00:04:24,839 --> 00:04:25,160 that, 122 00:04:25,879 --> 00:04:26,779 that are utilizing 123 00:04:27,240 --> 00:04:27,980 that technology 124 00:04:29,055 --> 00:04:31,235 were really developed through tried and true 125 00:04:31,774 --> 00:04:32,595 change management, 126 00:04:33,055 --> 00:04:33,955 process improvement, 127 00:04:34,894 --> 00:04:35,875 you know, implementation 128 00:04:36,254 --> 00:04:36,754 science, 129 00:04:37,455 --> 00:04:39,875 all across our legacy hospital system. 130 00:04:41,069 --> 00:04:43,550 That's great to hear, and I appreciate that 131 00:04:43,550 --> 00:04:45,870 description. Now looking into the future, where do 132 00:04:45,870 --> 00:04:47,729 you see some of the biggest growth opportunities 133 00:04:47,789 --> 00:04:48,990 for you and your team in the next 134 00:04:48,990 --> 00:04:50,209 twelve months or so? 135 00:04:50,990 --> 00:04:53,069 Yeah. I mean, I think with with all 136 00:04:53,069 --> 00:04:55,754 of these technology investments, you know, where we 137 00:04:55,754 --> 00:04:57,055 really see the opportunities 138 00:04:57,435 --> 00:04:57,935 is 139 00:04:58,235 --> 00:04:59,214 I mean, it sounds, 140 00:04:59,675 --> 00:05:02,634 sounds sort of obvious, but using the stuff. 141 00:05:02,634 --> 00:05:03,935 Right? So, 142 00:05:05,035 --> 00:05:06,334 really looking at opportunities 143 00:05:06,795 --> 00:05:09,449 for care redesign and well, hey. Couldn't we 144 00:05:09,449 --> 00:05:11,850 do this differently given that we have this 145 00:05:11,850 --> 00:05:12,589 new highway? 146 00:05:14,250 --> 00:05:16,089 So I think a lot of it is 147 00:05:16,089 --> 00:05:16,589 in, 148 00:05:17,290 --> 00:05:19,069 beginning to reorganize 149 00:05:19,610 --> 00:05:21,769 the way we deliver care, the way we 150 00:05:21,769 --> 00:05:23,769 think about work. You know, what can we 151 00:05:23,769 --> 00:05:24,269 automate? 152 00:05:24,604 --> 00:05:25,665 What can we centralize? 153 00:05:26,125 --> 00:05:28,064 What can a virtual team do? 154 00:05:28,925 --> 00:05:31,024 What are ways that we can reorganize, 155 00:05:32,204 --> 00:05:34,524 the effort? You know, how can we better 156 00:05:34,524 --> 00:05:37,504 personalize care? So rather than every patient 157 00:05:37,964 --> 00:05:39,584 gets the same 20 things, 158 00:05:40,029 --> 00:05:42,689 can we be more efficient and effective 159 00:05:43,310 --> 00:05:46,189 by delivering the right five things to each 160 00:05:46,189 --> 00:05:47,490 patient, which takes, 161 00:05:47,790 --> 00:05:48,769 you know, unnecessary 162 00:05:49,069 --> 00:05:51,550 work away from the care team and ensures 163 00:05:51,550 --> 00:05:54,189 that the patients that need the services get 164 00:05:54,189 --> 00:05:55,410 them more quickly? 165 00:05:55,785 --> 00:05:57,404 So a lot of it is really in 166 00:05:57,705 --> 00:05:58,205 redesigning 167 00:05:58,584 --> 00:05:59,245 our care, 168 00:06:00,425 --> 00:06:03,944 enabled by and empowered by these latest digital 169 00:06:03,944 --> 00:06:06,185 health technologies. So I think that's where we 170 00:06:06,185 --> 00:06:08,125 really see growth opportunities 171 00:06:08,665 --> 00:06:09,404 is in 172 00:06:10,160 --> 00:06:13,439 continuing to transform how we deliver care with 173 00:06:13,439 --> 00:06:14,980 the use of these, 174 00:06:15,759 --> 00:06:16,899 innovation investments. 175 00:06:18,240 --> 00:06:20,399 Got it. That's helpful to know and understand. 176 00:06:20,399 --> 00:06:22,080 And it really seems like a a cool 177 00:06:22,080 --> 00:06:24,259 opportunity to continue to stay on the forefront 178 00:06:24,319 --> 00:06:24,704 of, 179 00:06:25,264 --> 00:06:27,764 how health care is evolving and changing for, 180 00:06:27,985 --> 00:06:30,064 the betterment of patient care as well as 181 00:06:30,064 --> 00:06:31,204 the care teams. 182 00:06:31,745 --> 00:06:34,384 I'm curious. A lot of opportunities ahead, but 183 00:06:34,384 --> 00:06:36,224 I know challenges as well. What are some 184 00:06:36,224 --> 00:06:38,305 of those big challenges that you're anticipating for 185 00:06:38,305 --> 00:06:39,444 the next couple years? 186 00:06:40,629 --> 00:06:42,870 Yeah. I mean, look, like, all you have 187 00:06:42,870 --> 00:06:45,050 to do is go to a health conference, 188 00:06:45,670 --> 00:06:49,350 and everybody's talking about pretty much the same 189 00:06:49,350 --> 00:06:51,449 big challenges in terms of headwinds. 190 00:06:51,990 --> 00:06:53,610 You know, the aging population, 191 00:06:54,069 --> 00:06:55,930 challenged populations, shifting 192 00:06:56,324 --> 00:07:00,185 expectations, the, you know, post apocalypse 193 00:07:01,125 --> 00:07:03,444 health care delivery system we have right now 194 00:07:03,444 --> 00:07:05,384 in terms of cost and payment, 195 00:07:06,805 --> 00:07:08,104 political complexities, 196 00:07:09,939 --> 00:07:12,339 you know, all of our endangered species out 197 00:07:12,339 --> 00:07:13,879 there in terms of workforce. 198 00:07:14,579 --> 00:07:16,100 I mean, so there's there's plenty of big 199 00:07:16,100 --> 00:07:16,600 challenges, 200 00:07:17,379 --> 00:07:19,860 and there's also plenty of tools, which is 201 00:07:19,860 --> 00:07:22,759 great, but that also brings a new 202 00:07:23,139 --> 00:07:23,639 complexity 203 00:07:24,935 --> 00:07:27,514 for health system leaders in trying to navigate 204 00:07:28,535 --> 00:07:29,595 the vendor landscape. 205 00:07:30,535 --> 00:07:32,935 So the, you know, big challenges, lots of 206 00:07:32,935 --> 00:07:34,714 opportunities, and lots of opportunities 207 00:07:35,095 --> 00:07:37,595 for, you know, what I call quadruple wins. 208 00:07:38,055 --> 00:07:38,555 But 209 00:07:39,529 --> 00:07:42,089 I think the the really the true big 210 00:07:42,089 --> 00:07:44,750 challenge is is not the ones I mentioned. 211 00:07:44,810 --> 00:07:45,310 It's 212 00:07:45,769 --> 00:07:46,829 just the everyday 213 00:07:47,930 --> 00:07:48,430 resistance 214 00:07:48,810 --> 00:07:51,470 in terms of change management and change fatigue. 215 00:07:51,805 --> 00:07:53,884 And that doesn't come through as a big 216 00:07:53,884 --> 00:07:56,204 thing. It comes through as lots of little 217 00:07:56,204 --> 00:07:56,704 things, 218 00:07:57,245 --> 00:07:58,464 lots of little barriers, 219 00:07:59,164 --> 00:08:03,264 communicating, communicating, communicating again, you know, project management, 220 00:08:03,564 --> 00:08:04,064 education. 221 00:08:04,979 --> 00:08:06,979 So, you know, the focus is often on 222 00:08:06,979 --> 00:08:07,879 the big challenges 223 00:08:08,339 --> 00:08:10,599 and not enough appreciation for 224 00:08:10,979 --> 00:08:13,539 this death by a million paper cuts that 225 00:08:13,539 --> 00:08:15,479 you can face when trying to 226 00:08:15,860 --> 00:08:18,439 move people forward to do things differently. 227 00:08:19,964 --> 00:08:21,645 Absolutely. You know, and I I think that's 228 00:08:21,645 --> 00:08:24,205 a really important point you made, because I 229 00:08:24,205 --> 00:08:25,745 do feel there's a lot of, 230 00:08:26,285 --> 00:08:29,645 organizations struggling with, you know, trying to get 231 00:08:29,645 --> 00:08:31,584 that people part of the change management, 232 00:08:32,125 --> 00:08:32,625 into, 233 00:08:33,009 --> 00:08:34,949 you know, operating as effectively, 234 00:08:35,490 --> 00:08:36,949 as it needs to be. And, 235 00:08:37,569 --> 00:08:39,329 I know there's a lot of complexities there. 236 00:08:39,329 --> 00:08:41,029 And so, you know, when you look at, 237 00:08:41,329 --> 00:08:43,669 all the change happening, all this accelerated, 238 00:08:44,370 --> 00:08:46,470 evolution with technology, with AI, 239 00:08:47,009 --> 00:08:48,495 with different, you know, 240 00:08:48,975 --> 00:08:49,475 sociopolitical 241 00:08:49,855 --> 00:08:50,914 landscape just, 242 00:08:51,534 --> 00:08:54,014 changing very rapidly. How do you keep it 243 00:08:54,014 --> 00:08:56,014 even keel as a leader and make sure 244 00:08:56,014 --> 00:08:57,315 that the team, 245 00:08:57,695 --> 00:08:58,995 you know, is, 246 00:09:00,014 --> 00:09:01,534 kind of thinking about things in the right 247 00:09:01,534 --> 00:09:03,570 way so that you are able to realize 248 00:09:03,570 --> 00:09:04,929 the benefits that you need to make the 249 00:09:04,929 --> 00:09:06,309 changes you need to make without, 250 00:09:06,850 --> 00:09:08,529 creating a lot of stress and burnout on 251 00:09:08,529 --> 00:09:09,350 on the team. 252 00:09:10,690 --> 00:09:13,409 I mean, it's it's it's certainly tough. I 253 00:09:13,409 --> 00:09:15,190 I think you do have to be 254 00:09:15,545 --> 00:09:16,684 you do have to 255 00:09:16,985 --> 00:09:17,485 be, 256 00:09:18,745 --> 00:09:19,965 you know, really resilient 257 00:09:20,425 --> 00:09:23,225 optimist. And an optimist doesn't mean you think 258 00:09:23,225 --> 00:09:25,725 everything is great. You can be an optimist 259 00:09:25,785 --> 00:09:28,345 and be very realistic about the challenges as 260 00:09:28,345 --> 00:09:30,205 long as you can always see 261 00:09:31,029 --> 00:09:33,529 some way that something could be better. 262 00:09:34,309 --> 00:09:36,169 And a belief that if 263 00:09:36,470 --> 00:09:38,629 if if you remember what your true north 264 00:09:38,629 --> 00:09:40,649 is, right, like, your why, 265 00:09:41,509 --> 00:09:43,669 and you keep chipping away and trying to 266 00:09:43,669 --> 00:09:46,095 find little ways to make things better, that 267 00:09:46,174 --> 00:09:47,235 that there are opportunities 268 00:09:47,615 --> 00:09:49,954 to, in fact, make things a lot better. 269 00:09:50,735 --> 00:09:53,375 So I think trying to trying to bring 270 00:09:53,375 --> 00:09:53,875 a 271 00:09:54,414 --> 00:09:54,914 realistic, 272 00:09:55,294 --> 00:09:57,794 resilient optimism to the table helps. 273 00:09:58,429 --> 00:10:00,909 Never forgetting the importance of why. And and, 274 00:10:00,909 --> 00:10:02,589 again, I know that's a cliched thing to 275 00:10:02,589 --> 00:10:03,089 say, 276 00:10:03,470 --> 00:10:05,789 but it's surprising the number of times I'm 277 00:10:05,789 --> 00:10:06,450 in a meeting, 278 00:10:07,629 --> 00:10:09,549 with a group where you're just trying to 279 00:10:09,549 --> 00:10:12,289 kinda solve some really mundane thing 280 00:10:12,794 --> 00:10:15,835 and kinda stopping at the beginning to just 281 00:10:15,835 --> 00:10:18,335 ask, hey, you know, do y'all know 282 00:10:18,714 --> 00:10:20,975 why we're doing this overall project? 283 00:10:21,754 --> 00:10:22,254 And 284 00:10:23,115 --> 00:10:25,595 and having people say, hey, I'd really love 285 00:10:25,595 --> 00:10:27,450 to hear, you know, to hear just a 286 00:10:27,450 --> 00:10:29,370 few minutes and doing that level set. Say, 287 00:10:29,370 --> 00:10:30,809 well, here's why we're trying to do this 288 00:10:30,809 --> 00:10:32,169 and we think this will be better for 289 00:10:32,169 --> 00:10:33,470 patients in this reason. 290 00:10:33,769 --> 00:10:35,629 It only takes a few minutes, but 291 00:10:36,250 --> 00:10:39,370 not kinda gatekeeping the why from all of 292 00:10:39,370 --> 00:10:42,465 the of the distant stakeholders who only touch 293 00:10:42,465 --> 00:10:43,205 part of it, 294 00:10:43,664 --> 00:10:45,424 you know, kinda goes back to that theme 295 00:10:45,424 --> 00:10:46,325 story of, 296 00:10:47,024 --> 00:10:49,105 you know, Kennedy asking the janitor her ride 297 00:10:49,105 --> 00:10:50,705 on the tour, and the janitor knew they 298 00:10:50,705 --> 00:10:52,639 were putting a man on the moon, not 299 00:10:52,639 --> 00:10:56,500 forgetting to share the why with everybody involved 300 00:10:56,639 --> 00:10:58,720 in trying to get a project over the 301 00:10:58,720 --> 00:11:00,799 finish line. So those are some of some 302 00:11:00,799 --> 00:11:01,620 of the things, 303 00:11:02,480 --> 00:11:03,440 along the way, 304 00:11:04,480 --> 00:11:06,580 that have, I think, proved helpful. 305 00:11:07,574 --> 00:11:09,334 I love that. Thank you so much. And 306 00:11:09,334 --> 00:11:10,934 I'm gonna have to start using that term, 307 00:11:10,934 --> 00:11:13,495 you know, the realistic optimism. I think that's 308 00:11:13,495 --> 00:11:16,394 so powerful. It definitely speaks to, you know, 309 00:11:16,454 --> 00:11:18,774 finding that opportunity or figuring out a way 310 00:11:18,774 --> 00:11:19,174 to, 311 00:11:19,815 --> 00:11:22,294 make a difference regardless of the challenges that 312 00:11:22,294 --> 00:11:24,529 you see before you. So I love that. 313 00:11:25,389 --> 00:11:27,710 Before we wrap up here, I'm curious. What's 314 00:11:27,710 --> 00:11:29,230 the number one thing that you're doing right 315 00:11:29,230 --> 00:11:31,389 now to set Houston Methodist up for long 316 00:11:31,389 --> 00:11:32,210 term success? 317 00:11:33,149 --> 00:11:34,929 I mean, well, certainly the, 318 00:11:35,549 --> 00:11:36,610 you know, the really 319 00:11:37,205 --> 00:11:37,705 pioneering 320 00:11:38,085 --> 00:11:40,644 investments that we've we've made and have really 321 00:11:40,644 --> 00:11:42,985 just kind of put into implementation 322 00:11:43,365 --> 00:11:44,985 is is is huge. 323 00:11:45,524 --> 00:11:47,764 You know, but I think now we're really 324 00:11:47,764 --> 00:11:50,039 trying to remember to look just a bit 325 00:11:50,039 --> 00:11:52,600 further ahead. So, again, with all the challenges 326 00:11:52,600 --> 00:11:53,820 that everyone's facing, 327 00:11:54,600 --> 00:11:57,000 you you do have to strike this balance 328 00:11:57,000 --> 00:11:57,500 between 329 00:11:58,039 --> 00:12:00,299 keeping your eye on the current, 330 00:12:00,600 --> 00:12:01,580 you know, the current 331 00:12:01,985 --> 00:12:03,845 operational design performance, 332 00:12:04,384 --> 00:12:07,105 but also looking ahead to try to get 333 00:12:07,105 --> 00:12:09,345 in front of where things are going. You 334 00:12:09,345 --> 00:12:12,565 know, so thinking about, okay, we're we're struggling 335 00:12:12,704 --> 00:12:14,084 to cover certain shifts. 336 00:12:14,450 --> 00:12:15,970 We have to push our current team to 337 00:12:15,970 --> 00:12:17,570 cover them. Like, right, you've gotta cover the 338 00:12:17,570 --> 00:12:18,470 shifts today. 339 00:12:18,929 --> 00:12:20,850 But if is that an opportunity for us 340 00:12:20,850 --> 00:12:22,769 to look ahead and say, how can we 341 00:12:22,769 --> 00:12:25,029 redesign this to have a more sustainable 342 00:12:26,049 --> 00:12:28,754 workforce for this particular thing? So I think 343 00:12:28,754 --> 00:12:31,634 that's a that's a key is leaning into 344 00:12:31,634 --> 00:12:33,014 the bets we already made, 345 00:12:34,195 --> 00:12:36,535 focusing on keeping current operations 346 00:12:37,394 --> 00:12:38,134 high performance, 347 00:12:38,915 --> 00:12:41,475 but looking at all of our challenge points 348 00:12:41,475 --> 00:12:44,299 as opportunities to try to think further ahead 349 00:12:44,440 --> 00:12:45,179 about what 350 00:12:45,559 --> 00:12:48,279 transformation opportunities we have to, you know, as 351 00:12:48,279 --> 00:12:50,299 I mentioned before, centralize, automate, 352 00:12:50,759 --> 00:12:52,059 you know, be more precise, 353 00:12:52,759 --> 00:12:53,580 think differently 354 00:12:54,120 --> 00:12:54,620 about 355 00:12:55,320 --> 00:12:57,835 how we deliver supply and demand, you know, 356 00:12:57,835 --> 00:13:00,174 breaking free of the tyranny of, 357 00:13:01,274 --> 00:13:03,674 integer thing. Right? Like, we have to staff 358 00:13:03,674 --> 00:13:05,595 in ratios, we have to staff in twelve 359 00:13:05,595 --> 00:13:07,934 hour shifts, we can only staff per unit, 360 00:13:08,154 --> 00:13:10,735 and recognizing that with these modern tools, 361 00:13:12,019 --> 00:13:15,299 you can deliver services very differently. So I 362 00:13:15,299 --> 00:13:16,439 think that trying 363 00:13:17,299 --> 00:13:19,139 to keep your eye on the now, but 364 00:13:19,139 --> 00:13:20,039 looking ahead, 365 00:13:20,980 --> 00:13:22,819 is is the number one thing that we're 366 00:13:22,819 --> 00:13:24,199 trying to do as an organization. 367 00:13:25,504 --> 00:13:28,304 That's fascinating to hear. And certainly breaking free 368 00:13:28,304 --> 00:13:29,684 from all, you know, the 369 00:13:30,065 --> 00:13:33,184 those things that, were traditionally the case in 370 00:13:33,184 --> 00:13:34,884 in thinking differently and redesigning, 371 00:13:35,585 --> 00:13:37,985 seems like a a really great opportunity again 372 00:13:37,985 --> 00:13:38,465 to just, 373 00:13:39,990 --> 00:13:41,750 redevelop care in a way that makes a 374 00:13:41,750 --> 00:13:43,590 big difference for patients as well as the 375 00:13:43,590 --> 00:13:45,669 caregivers. Doctor Fletcher, thank you so much for 376 00:13:45,669 --> 00:13:47,269 joining us on the podcast today. This has 377 00:13:47,269 --> 00:13:49,669 been a really fun and enlightening conversation, and 378 00:13:49,669 --> 00:13:51,269 I look forward to connecting with you again 379 00:13:51,269 --> 00:13:53,929 soon. Absolutely. Thanks so much for the opportunity 380 00:13:53,990 --> 00:13:54,570 to chat.