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Imagine this. You're at the Hyatt Regency Chicago

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surrounded by the top minds in the ambulatory

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surgery center industry.

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Welcome to the Becker's 30th annual meeting, the

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business and operations of ASCs from October 30th

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to November 2nd

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2024. Picture the excitement as you collect business

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cards from over a 1000 executive level attendees

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forging priceless connections.

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Feel the buzz of conversations

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as you participate in more than 60 sessions

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led by over

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225 elite ASC speakers.

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Envision yourself gaining actionable insights on topics like

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private equity strategies,

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ASC business growth, and innovations in spine, orthopedics,

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GI, ophthalmology, and cardiology.

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Now imagine yourself listening to inspiring keynotes from

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Hall of Fame boxing world champion, Lila Ali,

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and professional basketball player, Caitlin Clark. Their stories

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will motivate you to take your business to

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new heights. You'll leave with a wealth of

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knowledge and a network of connections to help

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lead your ASC into the next year. Don't

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miss out. Get registered today. Visit beckershospitalreviewdot

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com and click on the events page to

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find the conference website. That's the beckershospitalreview.com

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events page. See you in Chicago.

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This is Laura Dierdo with the Becker's Healthcare

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podcast. I'm thrilled today to be joined by

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doctor E. Wayne Mosley, who is a board

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certified orthopedic surgeon at AdventHealth. Doctor Mosley, it's

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a pleasure to have you on the podcast

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today.

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Oh, thank you, Art. It's a pleasure to

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be with you.

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Now I'm looking forward forward to our discussion

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and really learning more about how you're building

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out the orthopedics department at AdventHealth.

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But before we dive into my questions, can

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you tell me a little bit more about

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yourself and your background?

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Sure. Well, if you haven't already figured it

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out from my accent, I'm from Kentucky originally.

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Grew up there. Was educated and did my

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residency training in Lexington at the University of

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Kentucky, which was just a fascinating place to

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train.

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Since then, I've,

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been in

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various practice modes. I've been in private practice

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where it was

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all my responsibility. I've been in private practice

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with other individuals,

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worked in a multi specialty clinic,

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now in the hospital system,

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and spent a considerable time overseas with the

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army,

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in support of, Operation Iraqi Freedom and Enduring

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Freedom.

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Wow. That's amazing to hear. And, certainly, as

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you mentioned, a lot of different practice experiences

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from the private practice to both my specialty

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and then, serving overseas and now with AdventHealth.

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When you think about all those different

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practice situations,

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you know, what do you think has been

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really,

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preferable about any one of them, or or,

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you know, what has been the best situation

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for you?

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Well, you know, my wife hates to hear

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me say this, but the best job I

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ever had was running a combat support hospital

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in Mosul, Iraq. I mean, most fulfilling job.

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So that was there.

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Afterwards, I think this job is is very

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fulfilling. It's very challenging.

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It's developing some new,

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service line, kind of a new way to

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take care of orthopedic patients in this area.

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So this is probably,

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I'll say, my favorite,

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CONUS or continental US job.

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As far as my other jobs, they've all

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taught me something. You know? Locums teaches you

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something.

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Certainly, being in private practice where you're the

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person on the hook for

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keeping the lights on and everything like that

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tells you to be very judicious about how

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you spend your money and wisely how you

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spend your time.

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Working in a multispecialty group teaches you a

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lot of diplomacy. You have to have a

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lot of diplomacy to be successful there. So

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I learned a little bit from each of

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those practice environments.

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That's great to hear. And I can imagine,

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as you said, just,

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a lot of,

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lessons to be learned in each of them.

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So from your perspective here, where you're at

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today at AdventHealth, what are some of the

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biggest headwinds that you're planning for, for the

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remainder of the year, the next 12 months

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or so? What's really top of mind for

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you?

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Well,

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we, made a commitment last year to open

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up a,

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operating room suite in a hospital that's part

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of the AdventHealth Sebring Hospital. It's in Lake

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Placid. It's got 3 ORs, and it had

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been,

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basically discontinued. It'd been kept up, you know,

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because of joint commission and all those things,

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but it wasn't being utilized. And so we

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made that decision last year to

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convert that to a mini orthopedic hospital.

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And that's probably our biggest challenge that we're

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facing is getting that off the, ground.

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Administration has been excellent about re,

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revamping it, renovating the areas that need to

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be renovated. But there were a lot of

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things that just had to be done, such

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as,

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processing,

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some of the OR equipment.

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And as you know, we've all been living

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through this

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logistical nightmare of trying to get things. So

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getting some of that equipment is taking longer

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than it what it did pre COVID, so

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to speak.

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So that's our biggest headwind. After that,

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probably personnel,

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trying to find and acquire,

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competent orthopedic surgeons that are skilled that we

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can bring here that will work in a

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cooperative fashion with us where we work as

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a team.

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I learned that very,

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how important that was in the military to

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take a team approach.

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So we want people that will come here,

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provide good care,

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integrate into the community,

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and be willing to help each other out.

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That's probably our 2 biggest challenges that we're

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facing.

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Everything else that we're that we're seeing, you

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probably already talked about them in Becker, so,

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those are more specific to us.

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Well, absolutely. And I think, you know, both

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of those things make a lot of sense,

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and I can imagine,

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you know, having opening the new,

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OR suite. A lot goes into that and

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then trying to bring on new,

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orthopedic surgeons and personnel,

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is a huge, huge undertaking.

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So, you know, when you look at, that

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process and being able to really effectively,

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meet those goals, you know, it's much different

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than,

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what you're trained to do in medical school

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in treating patients. So how do you, you

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know, take,

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the clinical hat off and put the administrative

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hat on when you're trying to, you know,

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build out, an additional

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service line or just complete some of these

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projects,

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and connect with other, experts in the field

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to make sure you get it done?

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Well,

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boy, that's an excellent question. I would just

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have to tell you that I probably don't

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ever take the clinical hat off. It has

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to be on. It has

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to shape what I'm doing. It has to

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make sense. It has to be good orthopedic

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care or nothing makes sense. So I always

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leave that on, and I always add,

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I guess maybe a administrator or more of

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a management hat onto it.

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Growing up on the farm taught me a

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lot about how to effectively work with and

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manage people. Same thing same thing with the

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military.

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You've gotta recognize who the stakeholders are in

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any kind of endeavor. You've gotta make sure

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that they're buying in. You gotta make sure

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that they're

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even more than buying in, that they're gonna

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be active participants, and they're gonna help the

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process. So,

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you know, you have to look at that.

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Some training that I've had throughout my life

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in business certainly helps me to be more

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critical of things from a financial standpoint.

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You know, every surgeon just can't get their

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own personal laser anymore. So we have to

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be very, judicious about how we spend our

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capital.

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And we've done that. We've only spent it

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on the things that we absolutely need and

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the things that will help us build to

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what our goal is of having a,

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orthopedic center of excellence here in

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Highlands County or South Central Florida.

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That makes a lot of sense. And, you

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know, I really appreciate that lens of always

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having that,

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clinical care hat on and that orthopedic surgeon

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hat on because it's, like you said, so

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important to no matter what you're building within

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the health system. Now, you know, in general,

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how do you see

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spine and orthopedics continuing to evolve over the

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next 2 to 3 years or so? I

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can imagine

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whether it's technology or some of the other

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trends in the industry,

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you know, so many,

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different ways that patients are needing orthopedic care

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and entering the system. What do you see

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as being some of the big things that,

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you have your eye on and are thinking

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about as you continue to grow and evolve

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your program?

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Well, I guess if I wanna make sure

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I'm right on answering your question, I have

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to say AI will be instrumental in all

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of it. So I just said it just

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to get that out of the way.

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The other part of it is I think

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we have to be

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I think we have to be more diligent

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about taking care of the patient, about meeting

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their needs,

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not only their orthopedic needs, but being able

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to help them in other medical aspects. That's

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the reason why I think a,

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a multi specialty system, I'm not talking about

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just a clinic, but a multi specialty system,

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is

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crucial to the long term needs of the

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community.

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I think we need to figure out a

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way to

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treat them in a manner they need to

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be treated without

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impacting their life over

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I guess, overdue impacting their life. We wanna

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give them some quality of life without having

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to for them to sacrifice too much for

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it.

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Certainly,

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in a more rural area, and I'm not

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saying we're completely rural, but we're certainly rural

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as you com as you, compare us to

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the coast of Florida.

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We will have to develop a relationship with

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these folks. They're gonna know us. They're gonna

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judge us because we're gonna see them in

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our local Publix or at church or something

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like that. So we have to work to

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develop that relationship,

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and we have to facilitate the things that

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they need. In addition to that, we have

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to do the same thing

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on a similar level with our referring physician.

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So our primary care physicians, we need to

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have good relationships with. We need to work

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to meet their needs because they're taking care

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of these folks,

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you know, on a daily basis. They're the

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they're the frontline individuals in their care. So

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we have to work in that realm as

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well.

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That makes a lot of sense. You know,

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it's really helpful to think about and understand

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as, the health care system continues to evolve.

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And, you know, speaking of the future, before

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we wrap up here, I'm wondering, where do

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you see some of the best opportunities for

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additional growth,

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going forward?

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Well,

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my administration is,

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they're very straightforward and they're very fair. And

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when they hired me for this project, I

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said, look. We're getting 20% market share, and

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we want 70%.

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And so

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I'm constantly thinking about growth. So the first

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thing I wanna do is I want to

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stem the tide of those folks who

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are in our area who think that they

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have to travel to the coast for better

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care. And we've got to change that on

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our front

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with better physicians, with better facilities, with better

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equipment, and we're we're working diligently on doing

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that.

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The second thing we want to do is

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because

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we think we can be wildly efficient

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when we're in in our, orthopedic center.

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We think we can be very efficient. We

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can process patients through,

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safely,

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efficiently.

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We want to be able to attract people

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to come into our area. So we wanna

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look at some of the other outlying areas

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that much like where we were 2 years

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ago where they're traveling to the coast, we

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wanna see if they'll travel to us. Now

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this was kinda pointed out to me by,

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one of our vendors who said, you know,

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they're doing the same thing in Orlando because

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the difficulty difficult part is you gotta

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travel up I 4, and you've gotta cross

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these streets, and then you gotta park 500

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year yards away from the hospital. What we're

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proposing to do, they're gonna be on a

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small

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well, it's highway 27, 3 lane highway, gets

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them there. Easily just travel, and they get

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to park 20 yards from the hospital.

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And they get to get in and out

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in a small center with a few number

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of people. They're not just a number. They'd

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be they're an individual. And so that's what

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we think we're going to do, and we're

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gonna focus our efforts to grow our

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market share.

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That's really interesting and and great to hear.

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I mean, that huge goal is going from

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20% to 70% of the market share, and

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I love the idea of trying to, you

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know, again, make sure people stay locally and

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and provide an easy access to really high

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quality care,

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you know, for them right where they live.

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And so that's,

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such a huge goal, and I can imagine,

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you know, easier said than done in many

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ways, but it seems like you're on a

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great track to, to reach that goal.

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Yeah. I think we are. I mean, I

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think the the,

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orthopedic hospital is gonna take hold. I think

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we'll see that come up in, q 1

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2025.

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We already gotten permission to revamp our clinics,

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which will help us with throughput of patients

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and referrals.

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And we have

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well, I'll say it. We have 4 potential

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orthopedic surgeons looking to come here, where 2

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years ago, it was difficult to find one.

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So I think some changes that administration have

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made, some the ways that we approach this,

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we are

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you know, we all trained in a large

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center. We all trained in a tertiary care

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center somewhere.

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So we're gonna offer that same level of

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care,

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to the extent that we can. There may

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be a few things that we can't do

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such as tumor and stuff like that, but

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we're gonna offer that same level of care

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right here in the Sebring, like, placid area.

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And I think that's got some of the

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surgeons who are looking to come here. I

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think that's got them excited along with working

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in a team approach. I think they really

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like that as well.

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That's fantastic to hear. Doctor Mosley, thank you

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so much for joining us on the podcast

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today. This has been such a fun conversation,

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and I look forward to connecting with you

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again soon.

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I do too as well. So thank you

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very much for having