1 00:00:00,080 --> 00:00:02,560 Hi, everyone. This is Lucas Voss with Becker's 2 00:00:02,560 --> 00:00:04,480 Healthcare. Thanks so much for tuning in to 3 00:00:04,480 --> 00:00:07,120 the Becker's Healthcare podcast series. It's great to 4 00:00:07,120 --> 00:00:09,539 have you. We're talking about interoperability 5 00:00:10,480 --> 00:00:12,660 at scale today, the path to smarter 6 00:00:13,174 --> 00:00:16,154 connected care. And I'm very excited to have 7 00:00:16,214 --> 00:00:18,614 Scott Sagehorn on today. He's the vice president 8 00:00:18,614 --> 00:00:21,254 and general manager of SmartCare Business Unit at 9 00:00:21,254 --> 00:00:21,754 Stryker 10 00:00:22,294 --> 00:00:24,294 Medical. Scott, thanks so much for taking some 11 00:00:24,294 --> 00:00:25,734 time for us and being here today. It's 12 00:00:25,734 --> 00:00:28,039 great to have you. Hey, Lucas. Glad to 13 00:00:28,039 --> 00:00:29,960 be here. This is exciting. I'm I'm looking 14 00:00:29,960 --> 00:00:31,880 forward to chatting with you. Yeah. We have 15 00:00:31,880 --> 00:00:33,640 a lot of ground to cover today. I 16 00:00:33,640 --> 00:00:35,719 do wanna start us off with introductions really 17 00:00:35,719 --> 00:00:37,640 quickly. Scott, if you wanna go ahead and 18 00:00:37,640 --> 00:00:39,159 just share a little bit about yourself and 19 00:00:39,159 --> 00:00:40,619 and your work in health care. 20 00:00:41,164 --> 00:00:43,405 Yeah. So I I I guess at a 21 00:00:43,405 --> 00:00:45,884 really high level, in 2025, I led a 22 00:00:45,884 --> 00:00:48,204 business unit here at Stryker called Acute Care, 23 00:00:48,204 --> 00:00:50,684 and it was really our our bed stretch 24 00:00:50,684 --> 00:00:52,684 of portfolio, and we've made some acquisitions over 25 00:00:52,684 --> 00:00:53,265 the last 26 00:00:53,799 --> 00:00:55,640 five years that would took us really down 27 00:00:55,640 --> 00:00:57,960 deep into this digital pathway with Vocera and 28 00:00:57,960 --> 00:00:59,579 Care AI. And so, like, right now, 29 00:00:59,960 --> 00:01:01,559 at a high level, I I I lead 30 00:01:01,559 --> 00:01:02,679 in 2026, 31 00:01:02,679 --> 00:01:03,420 our smart 32 00:01:03,799 --> 00:01:05,420 smart care business unit, 33 00:01:05,799 --> 00:01:07,900 that sort of sits right at the intersection 34 00:01:08,040 --> 00:01:09,825 of our connected devices, 35 00:01:10,204 --> 00:01:13,165 Carrie, I, Vocera, and the broader connected portfolio, 36 00:01:13,165 --> 00:01:15,024 our digital platforms here at Stryker, 37 00:01:16,125 --> 00:01:18,844 good communication and and ambient intelligence. And so 38 00:01:18,844 --> 00:01:21,004 my team's folks right now is really pretty 39 00:01:21,004 --> 00:01:22,685 simple. We help health systems turn, 40 00:01:23,640 --> 00:01:24,540 really fragmented 41 00:01:24,840 --> 00:01:27,560 kind of capital equipment environments and point solutions 42 00:01:27,560 --> 00:01:28,060 into 43 00:01:28,920 --> 00:01:29,739 more connected, 44 00:01:30,280 --> 00:01:32,060 more intelligence driven ecosystem, 45 00:01:33,000 --> 00:01:35,740 solves problems for them, helps improve safety, efficiency, 46 00:01:35,799 --> 00:01:37,579 and staff experience, things like that. 47 00:01:38,105 --> 00:01:40,125 And I'm excited to have you on specifically 48 00:01:40,505 --> 00:01:42,204 because you have so much experience 49 00:01:42,585 --> 00:01:44,825 in making these turns. Right? And and you've 50 00:01:44,825 --> 00:01:46,585 certainly had a front row seat to to 51 00:01:46,585 --> 00:01:48,424 some of these major shifts in digital health 52 00:01:48,424 --> 00:01:50,185 over the last couple of years, certainly, and 53 00:01:50,185 --> 00:01:51,225 in 2025 54 00:01:51,225 --> 00:01:53,450 as well and now into 2026, 55 00:01:53,450 --> 00:01:55,950 as you just mentioned. As organizations 56 00:01:56,329 --> 00:01:56,829 integrate 57 00:01:57,370 --> 00:01:58,750 more advanced technologies, 58 00:01:59,130 --> 00:02:00,810 some of them you've touched on just now, 59 00:02:00,810 --> 00:02:03,609 how have you seen problem solving evolve at 60 00:02:03,609 --> 00:02:04,670 the system level, 61 00:02:05,049 --> 00:02:07,390 especially when we talk about safety and efficiency? 62 00:02:08,284 --> 00:02:10,044 Yeah. I think one of the most important 63 00:02:10,044 --> 00:02:12,044 shifts is that, you know, while the like, 64 00:02:12,044 --> 00:02:14,205 the I call them the micro problems in 65 00:02:14,205 --> 00:02:16,305 health care really haven't changed a whole lot. 66 00:02:17,165 --> 00:02:18,465 Those macro problems, 67 00:02:19,004 --> 00:02:21,805 have have really intensified, especially since COVID. I 68 00:02:21,805 --> 00:02:23,639 think that was one of the the bigger 69 00:02:23,639 --> 00:02:26,120 turning points in health care. And, you know, 70 00:02:26,120 --> 00:02:28,040 the micro level hospitals have really always dealt 71 00:02:28,040 --> 00:02:30,460 with things like pressure injuries and falls and, 72 00:02:31,000 --> 00:02:33,960 cognitive overload and all all those, like, never 73 00:02:33,960 --> 00:02:35,980 events that we hear about. And Stryker, 74 00:02:36,439 --> 00:02:38,219 you know, frankly, we we make 75 00:02:38,805 --> 00:02:40,805 a lot of really good products that help 76 00:02:40,805 --> 00:02:42,405 solve for those and so do other great 77 00:02:42,405 --> 00:02:44,324 med tech companies as well. And what's changed 78 00:02:44,324 --> 00:02:44,985 is that, 79 00:02:45,844 --> 00:02:47,925 leaders of health care organizations are now under 80 00:02:47,925 --> 00:02:50,264 this intense pressure to solve 81 00:02:50,740 --> 00:02:53,460 enterprise level problems. Right? So those problems that 82 00:02:53,460 --> 00:02:55,780 those point solutions simply can't address on their 83 00:02:55,780 --> 00:02:56,280 own. 84 00:02:57,060 --> 00:02:59,000 I hear things like workforce shortages, 85 00:02:59,860 --> 00:03:02,120 big issue post COVID variation in care, 86 00:03:02,580 --> 00:03:05,485 delivering quality outcomes, and not not pre COVID 87 00:03:05,485 --> 00:03:08,224 quality outcomes, but getting better than we were 88 00:03:08,844 --> 00:03:09,585 pre COVID. 89 00:03:10,125 --> 00:03:11,965 Cost pressures are a real issue right now, 90 00:03:11,965 --> 00:03:14,044 and then operational efficiency. And so at the 91 00:03:14,044 --> 00:03:14,784 same time, 92 00:03:15,245 --> 00:03:17,659 you know, hospitals have already made a massive 93 00:03:17,659 --> 00:03:20,560 investment in smart products, and they really proliferated 94 00:03:20,780 --> 00:03:22,300 in health care here over the last five 95 00:03:22,300 --> 00:03:24,479 to seven years, things like smart beds and 96 00:03:24,860 --> 00:03:27,280 smart devices and smart pumps and 97 00:03:27,580 --> 00:03:28,080 EHRs 98 00:03:28,379 --> 00:03:31,574 and your your strategic digital platforms, platforms, 99 00:03:31,875 --> 00:03:34,114 lab and workforce management. And I think the 100 00:03:34,114 --> 00:03:35,414 frustration that I hear 101 00:03:35,794 --> 00:03:37,314 more than anything is that they've made this 102 00:03:37,314 --> 00:03:39,014 huge investment in all this technology, 103 00:03:39,474 --> 00:03:42,275 smart technology, but it's still sort of operating 104 00:03:42,275 --> 00:03:43,794 in silos, and they want more out of 105 00:03:43,794 --> 00:03:44,280 it. 106 00:03:45,080 --> 00:03:47,639 Speaking of silos, I think that's really critical, 107 00:03:47,639 --> 00:03:49,400 especially when we talk about the clinical side 108 00:03:49,400 --> 00:03:50,919 of things and and clinical teams, 109 00:03:51,240 --> 00:03:51,740 especially. 110 00:03:53,479 --> 00:03:55,180 What makes these technologies, 111 00:03:56,039 --> 00:03:57,879 some of them, again, you've touched on just 112 00:03:57,879 --> 00:03:58,379 now, 113 00:03:58,995 --> 00:04:02,594 meaningful for clinical teams today? And where are 114 00:04:02,594 --> 00:04:04,834 they starting to make the biggest difference, especially 115 00:04:04,834 --> 00:04:06,055 when we think about silos? 116 00:04:07,395 --> 00:04:08,914 Yeah. I mean, we we talk a lot 117 00:04:08,914 --> 00:04:11,794 about ambient intelligence and automation across care settings, 118 00:04:11,794 --> 00:04:12,034 and it's 119 00:04:12,840 --> 00:04:15,239 we're just at the start right now. Mhmm. 120 00:04:15,560 --> 00:04:17,480 I mean, the the the market is is 121 00:04:17,480 --> 00:04:19,319 not mature right now. I think a lot 122 00:04:19,319 --> 00:04:21,819 of the med device companies are learning alongside 123 00:04:21,879 --> 00:04:24,699 customers, which makes an interesting partnership opportunity 124 00:04:25,384 --> 00:04:26,904 as we do this thing together. But from 125 00:04:26,904 --> 00:04:29,725 an AI perspective, I think Ambient Technologies is 126 00:04:30,024 --> 00:04:32,345 is most meaningful when it sort of disappears 127 00:04:32,345 --> 00:04:34,185 into the background, and it it gives time 128 00:04:34,185 --> 00:04:36,745 back to clinicians. And when it becomes something 129 00:04:36,745 --> 00:04:38,939 else that they have to manage, more clicks, 130 00:04:38,939 --> 00:04:40,860 more buttons, more things to do, more things 131 00:04:40,860 --> 00:04:42,540 to keep their eye on, it it fails. 132 00:04:42,540 --> 00:04:44,699 And it's, you know, it's med device companies 133 00:04:44,699 --> 00:04:47,180 that are specifically looking at these types of 134 00:04:47,180 --> 00:04:49,360 technologies. You've gotta think about the workflow 135 00:04:49,980 --> 00:04:51,740 and the amount of steps that people have 136 00:04:51,740 --> 00:04:53,725 to do. So there's a lot of focus 137 00:04:53,725 --> 00:04:54,865 right now on Ambient, 138 00:04:55,725 --> 00:04:58,365 also as the the definition of smarter hospitals. 139 00:04:58,365 --> 00:04:59,964 And a lot of the conversations that I 140 00:04:59,964 --> 00:05:02,204 do have with customers is about making their 141 00:05:02,204 --> 00:05:03,264 hospitals smarter. 142 00:05:04,285 --> 00:05:06,125 And Ambient comes up quite a bit, and 143 00:05:06,125 --> 00:05:07,980 I think it's a little bit of an 144 00:05:07,980 --> 00:05:11,019 incomplete story when you bring Ambient into, like, 145 00:05:11,019 --> 00:05:13,100 the single tip of the spear for smarter 146 00:05:13,100 --> 00:05:14,959 hospitals. Ambient, I think, is important, 147 00:05:15,980 --> 00:05:18,779 but it's clearly and and it definitely just 148 00:05:18,779 --> 00:05:21,100 one input to helping hospitals get smarter. Like, 149 00:05:21,100 --> 00:05:22,000 the value 150 00:05:22,555 --> 00:05:25,440 starts to show being signals and the data 151 00:05:25,440 --> 00:05:27,834 associated with that are are combined in a 152 00:05:27,834 --> 00:05:29,134 meaningful way with, 153 00:05:29,914 --> 00:05:30,414 workflows 154 00:05:30,875 --> 00:05:32,974 and other product data and communication 155 00:05:33,675 --> 00:05:35,854 Mhmm. I mean, it's across the system. 156 00:05:37,019 --> 00:05:39,419 You touched on the usability piece, which I 157 00:05:39,419 --> 00:05:42,220 think is so important. People to be able 158 00:05:42,220 --> 00:05:44,060 to adopt something, people have to actually use 159 00:05:44,060 --> 00:05:45,659 it and like to use it, which is 160 00:05:45,659 --> 00:05:46,720 really, really key. 161 00:05:47,099 --> 00:05:48,699 For you personally too and from your work, 162 00:05:48,699 --> 00:05:50,444 what are some of those key ingredients of 163 00:05:50,444 --> 00:05:53,164 an ecosystem that allows digital tools to work 164 00:05:53,164 --> 00:05:54,625 together in a way that actually 165 00:05:55,084 --> 00:05:57,884 reduces complexity, right, rather than adding to it? 166 00:05:57,884 --> 00:05:59,724 What are some of those ingredients that need 167 00:05:59,724 --> 00:06:01,164 to be there for this to all work 168 00:06:01,164 --> 00:06:01,664 together? 169 00:06:02,360 --> 00:06:03,740 I mean, I I I 170 00:06:04,120 --> 00:06:05,879 there's a lot to it. I could tell 171 00:06:05,879 --> 00:06:06,540 you that 172 00:06:07,240 --> 00:06:09,500 most conversations that I have with, 173 00:06:10,519 --> 00:06:12,919 folks at hospitals that are, you know, your 174 00:06:12,919 --> 00:06:15,800 chief digital transformation offers, those that are thinking 175 00:06:15,800 --> 00:06:18,220 about interoperability and they're thinking about 176 00:06:18,574 --> 00:06:20,274 workforce management and AI, 177 00:06:21,055 --> 00:06:23,535 they ideate a lot. Right? Because the sky 178 00:06:23,535 --> 00:06:25,055 is the limit here with the things that 179 00:06:25,055 --> 00:06:26,814 you can do. The technology is so good 180 00:06:26,814 --> 00:06:28,895 right now, but I think good middleware becomes 181 00:06:28,895 --> 00:06:31,134 a part of that. Right? When you're servicing 182 00:06:31,134 --> 00:06:32,889 data, you're getting products to work to each 183 00:06:32,889 --> 00:06:35,210 other. You're getting platforms to interoperate and work 184 00:06:35,210 --> 00:06:37,550 with each other. So really good solid middleware. 185 00:06:38,810 --> 00:06:41,470 I think about it as, like, infrastructure. 186 00:06:41,770 --> 00:06:44,029 Right? The things that are critical to 187 00:06:44,605 --> 00:06:46,925 helping hospitals get smarter, middleware is certainly a 188 00:06:46,925 --> 00:06:48,785 big part of that. I think good communication 189 00:06:48,925 --> 00:06:49,824 and how people 190 00:06:50,285 --> 00:06:52,125 talk and communicate with each other is part 191 00:06:52,125 --> 00:06:53,024 of that infrastructure. 192 00:06:53,805 --> 00:06:56,205 The intelligence and the the information that lives 193 00:06:56,205 --> 00:06:58,064 within products is really important. 194 00:06:58,389 --> 00:07:00,230 Mhmm. You know, when we think about our 195 00:07:00,230 --> 00:07:02,470 platform here at Striker, the smart hospital platform 196 00:07:02,470 --> 00:07:03,370 that we're building, 197 00:07:03,990 --> 00:07:06,230 being event driven is really important. And that 198 00:07:06,230 --> 00:07:09,110 means when something happens in one system, whether 199 00:07:09,110 --> 00:07:11,029 it's in EHR, it's on a product, or 200 00:07:11,029 --> 00:07:12,569 it's in another, 201 00:07:13,405 --> 00:07:15,805 strategic platform like a lab or or your 202 00:07:15,805 --> 00:07:17,185 workforce planning platform, 203 00:07:17,725 --> 00:07:19,645 all those other systems can react with each 204 00:07:19,645 --> 00:07:21,405 other in real time. So an example of 205 00:07:21,405 --> 00:07:22,384 that might be 206 00:07:22,764 --> 00:07:24,705 if a bedrail goes down, 207 00:07:25,324 --> 00:07:26,865 and it's not supposed to, 208 00:07:28,055 --> 00:07:28,555 your 209 00:07:28,990 --> 00:07:31,790 badge or your phone can get alerted. Right? 210 00:07:31,790 --> 00:07:32,610 Pretty simple. 211 00:07:32,990 --> 00:07:35,629 You know, that's that's a lot different than, 212 00:07:35,629 --> 00:07:36,449 like, dashboards 213 00:07:36,750 --> 00:07:39,149 that really are are prevalent right now in 214 00:07:39,149 --> 00:07:41,229 health care that that tell you what happened 215 00:07:41,229 --> 00:07:42,129 after the fact. 216 00:07:42,910 --> 00:07:43,569 I think, 217 00:07:43,995 --> 00:07:44,495 like, 218 00:07:44,795 --> 00:07:48,074 really good solid real time analytics across all 219 00:07:48,074 --> 00:07:49,915 of your domains is a really big part 220 00:07:49,915 --> 00:07:52,314 of that infrastructure. So, like, when lab values 221 00:07:52,314 --> 00:07:53,134 show up, 222 00:07:53,675 --> 00:07:55,134 vitals come out of the ICU, 223 00:07:55,675 --> 00:07:58,620 and device data all kind kinda come together 224 00:07:58,620 --> 00:07:59,120 instantaneously. 225 00:07:59,500 --> 00:08:01,740 You can sort of identify risk patterns in 226 00:08:01,740 --> 00:08:02,800 things like sepsis, 227 00:08:03,979 --> 00:08:05,360 you know, those those 228 00:08:05,660 --> 00:08:07,500 risks and those events that happen in health 229 00:08:07,500 --> 00:08:09,180 care. And you can do that without manual 230 00:08:09,180 --> 00:08:12,935 interpretation delay, which is what real time interoperable 231 00:08:13,314 --> 00:08:16,035 systems allow you to do. And I I 232 00:08:16,035 --> 00:08:16,615 I also 233 00:08:17,475 --> 00:08:18,855 I think that most 234 00:08:19,955 --> 00:08:22,055 hospital executives that I talk to, 235 00:08:22,514 --> 00:08:25,175 I think openness really matters. So hospitals 236 00:08:26,209 --> 00:08:28,209 we know at Stryker that hospitals are never 237 00:08:28,209 --> 00:08:30,610 gonna use Stryker as their only technology vendor, 238 00:08:30,610 --> 00:08:31,110 and 239 00:08:31,490 --> 00:08:33,490 it's rare where you'll find a hospital where 240 00:08:33,490 --> 00:08:35,169 they have one tech vendor. So we know 241 00:08:35,169 --> 00:08:38,049 that. Right? So the platform is has to 242 00:08:38,049 --> 00:08:39,190 be ultra open. 243 00:08:39,904 --> 00:08:42,064 It's gotta be developer friendly. It's gotta be 244 00:08:42,064 --> 00:08:44,625 flexible. It's gotta be extensible. And, you know, 245 00:08:44,625 --> 00:08:47,424 I I I know that that hospitals smart 246 00:08:47,424 --> 00:08:47,924 hospitals 247 00:08:48,304 --> 00:08:51,024 aren't templated. Right? They're curated. They're crafted, and 248 00:08:51,024 --> 00:08:52,784 every organization has to be different. So I 249 00:08:52,784 --> 00:08:54,084 think that 250 00:08:54,700 --> 00:08:57,179 infrastructure that I walk through is is probably 251 00:08:57,179 --> 00:08:59,339 the most important part with middleware being the 252 00:08:59,339 --> 00:09:01,440 the really, like, central to that. 253 00:09:01,899 --> 00:09:03,820 You talked about the the leadership piece here 254 00:09:03,820 --> 00:09:06,705 just a second ago. Acquisitions and partnerships have 255 00:09:06,785 --> 00:09:08,785 have played a a role across the industry 256 00:09:08,785 --> 00:09:10,945 as as organizations look to expand their their 257 00:09:10,945 --> 00:09:11,924 digital capabilities. 258 00:09:12,865 --> 00:09:14,625 And I'd love to know this is really 259 00:09:14,625 --> 00:09:16,865 important, and I love talking about this. How 260 00:09:16,865 --> 00:09:18,085 can leaders determine 261 00:09:18,625 --> 00:09:21,445 which innovations will meaningfully impact their organizations 262 00:09:21,985 --> 00:09:24,610 versus those that might just be hype. 263 00:09:25,230 --> 00:09:26,610 Yeah. And I I think that, 264 00:09:27,149 --> 00:09:28,750 really, you can you can think about this 265 00:09:28,750 --> 00:09:31,089 from a med tech leader perspective, but also, 266 00:09:31,870 --> 00:09:34,190 hospital executives and hospital and health care leaders. 267 00:09:34,190 --> 00:09:35,250 And I I think there's 268 00:09:35,629 --> 00:09:36,449 really one 269 00:09:36,764 --> 00:09:39,004 simple question that you can ask is one, 270 00:09:39,004 --> 00:09:41,565 does does it reduce fragmentation in the system 271 00:09:41,565 --> 00:09:43,644 or does it add to it? Right? And 272 00:09:43,644 --> 00:09:45,325 I think we here at Stryker, we had 273 00:09:45,325 --> 00:09:46,545 to look in the mirror, 274 00:09:47,404 --> 00:09:49,404 on this ourselves. And, you know, Stryker, we 275 00:09:49,404 --> 00:09:52,305 had hundreds and hundreds of of smart products 276 00:09:52,350 --> 00:09:54,350 that were part of our advanced advanced digital 277 00:09:54,350 --> 00:09:56,909 health care portfolio, and each one of those 278 00:09:56,909 --> 00:09:59,069 products had its own platform, right, its own 279 00:09:59,069 --> 00:10:00,190 deployment model. It's 280 00:10:00,829 --> 00:10:03,789 the the technical debt for customers was was 281 00:10:03,789 --> 00:10:06,024 heavy, and, you know, that mirrors the exact 282 00:10:06,024 --> 00:10:08,345 problems that hospitals face right now. You have 283 00:10:08,345 --> 00:10:11,144 thousands of products that have platforms and have 284 00:10:11,144 --> 00:10:12,684 connectivity and have data, 285 00:10:13,304 --> 00:10:15,384 and it becomes super fragmented in the amount 286 00:10:15,384 --> 00:10:17,704 of technical debt that customers carry is intense, 287 00:10:17,704 --> 00:10:20,370 especially on IT. And so we've made this, 288 00:10:20,610 --> 00:10:22,690 a really deliberate decision here to move new 289 00:10:22,769 --> 00:10:25,589 towards a a one striker, one platform, 290 00:10:26,209 --> 00:10:28,129 and you're getting into the technical stuff, one 291 00:10:28,129 --> 00:10:31,829 instance, multitenant cloud deployed. Right? One security model, 292 00:10:32,214 --> 00:10:33,034 one install, 293 00:10:33,735 --> 00:10:35,934 one connection to the EHR. It's really a 294 00:10:35,934 --> 00:10:37,975 a big request from our customers. Like, hey. 295 00:10:37,975 --> 00:10:40,294 We we are great customers of yours. We've 296 00:10:40,294 --> 00:10:41,274 invested heavily. 297 00:10:41,894 --> 00:10:43,835 We need to work from a technical perspective 298 00:10:43,894 --> 00:10:46,379 with one striker. And so that's also why 299 00:10:46,379 --> 00:10:47,980 we're not really trying we're not trying to 300 00:10:47,980 --> 00:10:50,139 own everything. Right? We're not trying to be 301 00:10:50,139 --> 00:10:52,320 one platform to to rule it all. 302 00:10:53,019 --> 00:10:54,860 We're not betting on a lot of things. 303 00:10:54,860 --> 00:10:57,179 You know, people talk about large language models, 304 00:10:57,179 --> 00:10:58,779 and there's some work that we're doing with 305 00:10:58,779 --> 00:11:01,774 some Stryker specific LLMs in partnership with a 306 00:11:01,774 --> 00:11:04,134 handful of companies. But, you know, they're they're 307 00:11:04,254 --> 00:11:05,934 your big five are gonna take that. 308 00:11:06,334 --> 00:11:08,575 Maybe they get, you know, they they get 309 00:11:08,654 --> 00:11:09,394 they become, 310 00:11:10,095 --> 00:11:12,334 ambiguous over time, and and and they just 311 00:11:12,334 --> 00:11:13,235 become commoditized. 312 00:11:14,014 --> 00:11:15,990 We're not trying to become an algorithm company. 313 00:11:15,990 --> 00:11:17,590 Instead, what we're doing is we're building a 314 00:11:17,590 --> 00:11:20,070 platform here that can that can run whatever 315 00:11:20,070 --> 00:11:23,190 models or algorithms customers choose because the the 316 00:11:23,190 --> 00:11:25,509 the lim they're limitless right now. Right? And 317 00:11:25,509 --> 00:11:27,269 we run them through our endpoints on our 318 00:11:27,269 --> 00:11:27,769 platform, 319 00:11:28,334 --> 00:11:30,414 other products on the platform as well in 320 00:11:30,414 --> 00:11:31,475 a in a way that's 321 00:11:31,855 --> 00:11:34,495 easy to manage and actually delivers value for 322 00:11:34,495 --> 00:11:36,975 our customer. It's open. It's it's extensible. It's 323 00:11:36,975 --> 00:11:37,475 flexible. 324 00:11:38,334 --> 00:11:39,394 We'll work with anybody. 325 00:11:40,495 --> 00:11:41,279 The The limitlessness 326 00:11:41,580 --> 00:11:43,179 piece is very interesting too because I think 327 00:11:43,179 --> 00:11:44,620 that that's so key for folks and, again, 328 00:11:44,620 --> 00:11:46,639 the flexibility part that you just mentioned. 329 00:11:47,179 --> 00:11:49,899 Is that what excites you most about the 330 00:11:49,899 --> 00:11:51,659 potential of this model, and how do you 331 00:11:51,659 --> 00:11:53,740 see it influencing decision making too as we 332 00:11:53,740 --> 00:11:55,100 move into 2026 333 00:11:55,100 --> 00:11:56,399 and and certainly beyond? 334 00:11:57,125 --> 00:11:58,644 I mean, it it it it is a 335 00:11:58,644 --> 00:12:00,424 big part of what excites me. 336 00:12:01,125 --> 00:12:03,445 One, because of the flexibility and how things 337 00:12:03,445 --> 00:12:04,105 are changing. 338 00:12:04,404 --> 00:12:05,764 You know, one of the things that we 339 00:12:05,764 --> 00:12:07,924 we hear a lot from customers is is 340 00:12:07,924 --> 00:12:10,024 in which a an open extensible 341 00:12:10,485 --> 00:12:11,225 event driven 342 00:12:11,549 --> 00:12:13,870 allows them to do is kind of move 343 00:12:13,870 --> 00:12:15,330 away from retrospective 344 00:12:16,509 --> 00:12:18,850 data and information reporting into 345 00:12:19,230 --> 00:12:21,470 more real time orchestration of events that are 346 00:12:21,470 --> 00:12:23,809 happening. And, you know, on on the clinical 347 00:12:23,870 --> 00:12:25,870 side, you can you can watch risk and 348 00:12:25,870 --> 00:12:28,454 and flow as it happens. And instead of 349 00:12:28,454 --> 00:12:31,174 waiting for, you know, that monthly report that 350 00:12:31,174 --> 00:12:33,414 says we had too many falls, like, the 351 00:12:33,414 --> 00:12:35,495 platform detects those types of things and those 352 00:12:35,495 --> 00:12:37,815 patterns in in near real time, and it 353 00:12:37,815 --> 00:12:39,975 automatically changes the work the way that work 354 00:12:39,975 --> 00:12:42,330 is routed. And an example of that, I 355 00:12:42,330 --> 00:12:43,470 think, is just 356 00:12:44,410 --> 00:12:45,309 really dynamically 357 00:12:45,769 --> 00:12:49,309 adjusting, like, routing patterns and escalating delays or 358 00:12:49,610 --> 00:12:52,590 trigger triggering virtual support through the Curie platform 359 00:12:52,649 --> 00:12:54,730 before a situation becomes a problem. And those 360 00:12:54,730 --> 00:12:58,315 are real low hanging fruit that's, like, very 361 00:12:58,315 --> 00:13:00,634 real and possible right now on a lot 362 00:13:00,634 --> 00:13:02,315 of the technology that exists. And at the 363 00:13:02,315 --> 00:13:05,194 enterprise level, I think leaders are finally getting 364 00:13:05,194 --> 00:13:07,434 a single view of how their connected assets 365 00:13:07,434 --> 00:13:09,934 and their workflows are performing across the system. 366 00:13:10,360 --> 00:13:11,639 You can do a lot of things with 367 00:13:11,639 --> 00:13:13,899 it. Right? And, again, we get into flexibility 368 00:13:14,040 --> 00:13:16,200 and and things like that, but understanding which 369 00:13:16,200 --> 00:13:19,480 sites or units are outperforming others and why, 370 00:13:19,480 --> 00:13:22,120 and you see adoption and utilization of your 371 00:13:22,120 --> 00:13:24,600 digital capabilities in real time, and you're you 372 00:13:24,600 --> 00:13:26,764 you begin to build it sort of tie 373 00:13:27,065 --> 00:13:30,024 your capital investments and digital projects to real 374 00:13:30,024 --> 00:13:31,164 measurable improvements. 375 00:13:32,424 --> 00:13:34,024 And I think in that world, right, and 376 00:13:34,024 --> 00:13:35,544 we're like I said, we're at the very 377 00:13:35,544 --> 00:13:37,625 beginnings of this. It's just gonna continue to 378 00:13:37,625 --> 00:13:39,464 accelerate and get better and better over time, 379 00:13:39,464 --> 00:13:39,964 but 380 00:13:40,360 --> 00:13:42,220 a smart hospital platform is 381 00:13:42,600 --> 00:13:45,080 is less a piece of technology, and it's 382 00:13:45,080 --> 00:13:45,580 it's 383 00:13:46,200 --> 00:13:49,340 it's more of, like, an operational, like, backbone 384 00:13:49,720 --> 00:13:52,040 of the organization, and it gives executives a 385 00:13:52,040 --> 00:13:53,625 lot of confidence. They need to make 386 00:13:54,264 --> 00:13:55,164 bolder decisions, 387 00:13:55,465 --> 00:13:56,845 right, to drive better care, 388 00:13:57,544 --> 00:13:59,225 because they can see the impact and adjust 389 00:13:59,225 --> 00:14:01,065 course quickly. So I I think there's I'll 390 00:14:01,065 --> 00:14:02,504 I'll say one more thing here. I think 391 00:14:02,504 --> 00:14:03,485 it also creates 392 00:14:04,184 --> 00:14:06,764 choice and optionality, which is really important. 393 00:14:07,360 --> 00:14:09,360 Like, organizations can start with and we have 394 00:14:09,360 --> 00:14:10,480 a lot of customers that do this right 395 00:14:10,480 --> 00:14:12,799 now. Let's start with one thing. Right? One 396 00:14:12,799 --> 00:14:13,860 single use case, 397 00:14:14,399 --> 00:14:16,980 bed exit, chair exit, hand washing. 398 00:14:17,519 --> 00:14:18,960 And they can take that use case, and 399 00:14:18,960 --> 00:14:21,254 they they can expand over time. And they 400 00:14:21,254 --> 00:14:24,054 can do that without rearchitecting everything and creating 401 00:14:24,054 --> 00:14:26,375 new connections into other products that they're bringing 402 00:14:26,375 --> 00:14:27,995 into the use cases. And so 403 00:14:28,295 --> 00:14:29,835 from an operational perspective, 404 00:14:31,174 --> 00:14:33,509 that type of flexibility is is, I think, 405 00:14:33,590 --> 00:14:35,830 essential in in the environment that we're in 406 00:14:35,830 --> 00:14:37,669 right now where priorities are changing quickly, and 407 00:14:37,669 --> 00:14:39,929 you know that. It's every week something's changing, 408 00:14:41,269 --> 00:14:44,169 and having some stable architecture that allows flexibility 409 00:14:44,230 --> 00:14:45,129 is super important. 410 00:14:46,315 --> 00:14:49,355 Speaking of which, the changing landscape, I I 411 00:14:49,355 --> 00:14:51,115 do wanna do a little bit of a 412 00:14:51,115 --> 00:14:53,195 future outlook for here you two of the 413 00:14:53,274 --> 00:14:54,554 I know it's it's a little hard as 414 00:14:54,554 --> 00:14:56,794 you just mentioned. It changes every single day. 415 00:14:57,034 --> 00:14:58,470 There's something new. Right? 416 00:14:59,029 --> 00:15:01,289 Looking ahead, you know, three to five years, 417 00:15:01,509 --> 00:15:04,069 what does success look like for hospitals that 418 00:15:04,069 --> 00:15:07,669 are embracing this more connected intelligence driven approach 419 00:15:07,669 --> 00:15:10,149 right now, specifically around care delivery? And and 420 00:15:10,149 --> 00:15:12,264 what are some of those indicator that will 421 00:15:12,264 --> 00:15:14,664 matter most for executives to see, okay, this 422 00:15:14,664 --> 00:15:15,404 is actually 423 00:15:15,865 --> 00:15:17,964 making we're actually making progress? 424 00:15:18,985 --> 00:15:20,125 I mean, I I think 425 00:15:20,504 --> 00:15:22,105 some of this is just my own opinion. 426 00:15:22,105 --> 00:15:23,945 A lot of it is informed by customers. 427 00:15:23,945 --> 00:15:24,605 But I 428 00:15:25,065 --> 00:15:26,044 I think that 429 00:15:26,660 --> 00:15:28,120 in three to five years, 430 00:15:28,660 --> 00:15:29,720 successful hospitals, 431 00:15:30,500 --> 00:15:33,300 you know, now a lot of your bleeding 432 00:15:33,300 --> 00:15:36,420 edge customers will call themselves high-tech, right, which 433 00:15:36,420 --> 00:15:37,160 they are. 434 00:15:38,259 --> 00:15:39,940 But I think it sort of moves to 435 00:15:39,940 --> 00:15:40,440 this, 436 00:15:41,524 --> 00:15:44,245 and the hospital executive said to me to 437 00:15:44,325 --> 00:15:46,985 this to me at one point, quietly intelligent. 438 00:15:47,365 --> 00:15:48,585 Right? So the technology 439 00:15:49,125 --> 00:15:49,625 feels 440 00:15:50,165 --> 00:15:51,705 feels less visible, 441 00:15:52,725 --> 00:15:54,965 but it's more present in in helping care 442 00:15:54,965 --> 00:15:56,610 teams do the right thing at the right 443 00:15:56,610 --> 00:15:58,950 time without constant friction, which technology 444 00:15:59,649 --> 00:16:01,410 does create friction right now. It is a 445 00:16:01,410 --> 00:16:03,110 double edged sword in health care. 446 00:16:03,410 --> 00:16:05,110 I think success looks like 447 00:16:05,490 --> 00:16:08,210 hospitals that can adapt quickly without sort of 448 00:16:08,210 --> 00:16:10,950 ripping and replacing technology every few years. 449 00:16:11,404 --> 00:16:13,184 I think from an executive level, 450 00:16:13,804 --> 00:16:15,725 they're gonna look at at whether they've reduced 451 00:16:15,725 --> 00:16:18,845 variation in care and stabilized their workforce challenges, 452 00:16:18,845 --> 00:16:20,865 which is a real issue right now, improved 453 00:16:21,325 --> 00:16:24,125 their their outcomes, like driving more quality outcomes, 454 00:16:24,125 --> 00:16:24,785 and they've 455 00:16:25,289 --> 00:16:28,330 simplified their technology footprint. There's just too much 456 00:16:28,330 --> 00:16:30,169 tech in health care right now. It's gotta 457 00:16:30,169 --> 00:16:30,909 get simpler. 458 00:16:31,529 --> 00:16:33,230 I think they're gonna care about whether 459 00:16:33,850 --> 00:16:36,110 all the new use cases, whether they're ambient 460 00:16:36,250 --> 00:16:37,389 or communication 461 00:16:37,850 --> 00:16:39,230 or product use cases, 462 00:16:39,815 --> 00:16:41,975 if they can get deployed in just a 463 00:16:41,975 --> 00:16:44,214 few days and and not months, which at 464 00:16:44,214 --> 00:16:46,214 times it takes a long time to bring 465 00:16:46,214 --> 00:16:47,274 these new use cases 466 00:16:47,654 --> 00:16:49,334 into health care because of the amount of 467 00:16:49,334 --> 00:16:51,355 change management has to happen. And 468 00:16:51,735 --> 00:16:53,894 and and I think whether innovation feels additive 469 00:16:53,894 --> 00:16:55,679 and not disruptive, and like I said earlier, 470 00:16:55,679 --> 00:16:58,000 it can feel disruptive right now. I I 471 00:16:58,000 --> 00:16:59,600 think those are big parts of it. I 472 00:16:59,600 --> 00:17:02,340 I also think that, more importantly, that 473 00:17:02,799 --> 00:17:05,119 they're gonna know they've they've been successful when 474 00:17:05,119 --> 00:17:07,680 their their teams and their hospitalists and their 475 00:17:07,680 --> 00:17:08,980 doctors and their nurses 476 00:17:09,440 --> 00:17:10,420 say that this 477 00:17:10,894 --> 00:17:14,274 actually makes my job easier. Right? The successful 478 00:17:14,335 --> 00:17:16,095 organizations are gonna be the ones that can 479 00:17:16,095 --> 00:17:16,595 evolve 480 00:17:17,134 --> 00:17:19,714 without constant disruption, without friction. 481 00:17:20,255 --> 00:17:21,315 And I think, ultimately, 482 00:17:21,855 --> 00:17:24,579 success shows up when the clinicians have great 483 00:17:24,579 --> 00:17:26,679 experiences and the patients are getting good 484 00:17:27,059 --> 00:17:28,599 outcomes. Because if that technology 485 00:17:29,700 --> 00:17:31,640 consistently makes work easier 486 00:17:32,019 --> 00:17:33,000 and more coordinated, 487 00:17:33,700 --> 00:17:35,940 that's a strong signal that the strategy is 488 00:17:35,940 --> 00:17:36,440 working. 489 00:17:37,164 --> 00:17:39,325 It's the ultimate marker of success. What are 490 00:17:39,325 --> 00:17:41,404 the people saying? Are the people happy? Are 491 00:17:41,404 --> 00:17:43,505 the teams happy? Which is really, really crucial. 492 00:17:43,644 --> 00:17:45,085 Scott, it's so great to have you on. 493 00:17:45,244 --> 00:17:46,605 I wanna turn the floor over to you. 494 00:17:46,605 --> 00:17:48,045 Anything else that you wanna add that we 495 00:17:48,045 --> 00:17:49,884 might have not touched on that's important in 496 00:17:49,884 --> 00:17:51,025 our context today? 497 00:17:51,900 --> 00:17:54,380 Yeah. I think there's probably two or three 498 00:17:54,380 --> 00:17:56,080 things on my mind, and and, 499 00:17:56,700 --> 00:17:59,119 you know, the the deeper you get into 500 00:17:59,180 --> 00:18:02,539 conversations with the more progressive customers, the the 501 00:18:02,539 --> 00:18:04,160 things that I've I've learned, 502 00:18:05,275 --> 00:18:06,095 that if you're 503 00:18:06,555 --> 00:18:08,315 at the beginning of your journey of helping 504 00:18:08,315 --> 00:18:09,994 your hospital to get smarter, it might be 505 00:18:09,994 --> 00:18:12,075 one single use case. It could be big 506 00:18:12,075 --> 00:18:13,214 system of care, 507 00:18:14,315 --> 00:18:16,714 workflows that you're working on is that there 508 00:18:16,714 --> 00:18:18,414 there is no single blueprint 509 00:18:19,339 --> 00:18:20,160 for a smarter hospital. 510 00:18:20,779 --> 00:18:22,859 Right? I think the most effective approaches that 511 00:18:22,859 --> 00:18:23,599 I've seen, 512 00:18:23,980 --> 00:18:27,099 they focus less on prescribing solutions for their 513 00:18:27,099 --> 00:18:30,559 caregivers and more on creating the conditions for 514 00:18:30,940 --> 00:18:33,914 that intelligence and that innovation to emerge. Right? 515 00:18:33,914 --> 00:18:35,914 That's a big part of why getting the 516 00:18:35,914 --> 00:18:36,414 infrastructure, 517 00:18:37,674 --> 00:18:38,654 is so important. 518 00:18:39,355 --> 00:18:40,414 I think that means 519 00:18:41,035 --> 00:18:44,174 investing in in more open and flexible infrastructure 520 00:18:44,394 --> 00:18:46,315 that allows your data and your all your 521 00:18:46,315 --> 00:18:48,715 devices and your teams to work together in 522 00:18:48,715 --> 00:18:51,750 a way that that reflect the organization's reality. 523 00:18:52,369 --> 00:18:53,809 You know, I I think once you get 524 00:18:53,809 --> 00:18:56,529 that foundation in place, you can build really 525 00:18:56,529 --> 00:18:58,869 highly customized end to end workflows, 526 00:18:59,650 --> 00:19:02,529 whether it's for stroke care, critical care, or 527 00:19:02,529 --> 00:19:05,349 just, like, everyday operations in a room. And 528 00:19:05,384 --> 00:19:07,085 you do that not because someone 529 00:19:08,025 --> 00:19:09,644 for you, but because the system, 530 00:19:10,505 --> 00:19:13,065 can adapt. And and and getting that right 531 00:19:13,065 --> 00:19:14,525 up front is really important. 532 00:19:15,065 --> 00:19:16,605 I would also say that technology 533 00:19:16,904 --> 00:19:18,960 is not it it is the easy part. 534 00:19:19,200 --> 00:19:22,079 Right? Like, the real determinant of success is 535 00:19:22,079 --> 00:19:22,740 is governance. 536 00:19:24,240 --> 00:19:25,059 It's culture. 537 00:19:26,000 --> 00:19:28,019 It's how you choose to use the platform. 538 00:19:28,559 --> 00:19:30,819 It's change management. And I think the organizations 539 00:19:30,960 --> 00:19:32,595 that get the the most out of their 540 00:19:32,595 --> 00:19:34,674 technology from the smart hospital platform are the 541 00:19:34,674 --> 00:19:37,394 ones that that co design those use cases 542 00:19:37,394 --> 00:19:40,035 with clinicians and with operations and not just 543 00:19:40,035 --> 00:19:41,894 IT or not just the vendor. 544 00:19:42,355 --> 00:19:44,115 They treat the platform as a a long 545 00:19:44,115 --> 00:19:46,115 term asset for them, and they build really 546 00:19:46,115 --> 00:19:47,255 clear road maps. 547 00:19:48,140 --> 00:19:50,220 Simple things at first that they can build, 548 00:19:50,220 --> 00:19:52,619 improve efficacy on, and they build it on 549 00:19:52,619 --> 00:19:54,220 top of that, and then they hold themselves 550 00:19:54,220 --> 00:19:56,400 accountable to the outcomes and not just deployments. 551 00:19:57,019 --> 00:19:57,759 Really important. 552 00:19:58,859 --> 00:20:00,954 Scott, again, so great to have you on. 553 00:20:00,954 --> 00:20:02,474 Thanks for taking some time for us today. 554 00:20:02,474 --> 00:20:05,294 It's fantastic to have you. Yep. Thank you. 555 00:20:05,515 --> 00:20:07,275 And we also want to thank our podcast 556 00:20:07,275 --> 00:20:09,194 sponsor, Stryker. You can tune in to more 557 00:20:09,194 --> 00:20:11,914 podcasts from Becker's Healthcare by visiting our podcast 558 00:20:11,914 --> 00:20:14,894 page at beckershospitalreview.com.