1 00:00:00,080 --> 00:00:02,000 Hi, everyone. This is Lucas Voss with Becker's 2 00:00:02,000 --> 00:00:03,600 Healthcare. Thanks so much for tuning in to 3 00:00:03,600 --> 00:00:06,480 the Becker's Healthcare podcast series. Today, we're going 4 00:00:06,480 --> 00:00:08,960 to talk about how technology is transforming OR 5 00:00:08,960 --> 00:00:11,439 workflows for better outcomes. And joining me for 6 00:00:11,439 --> 00:00:14,905 today's discussion are Cali Willoughby and Jeff Gerstner. 7 00:00:15,205 --> 00:00:17,144 Jeff is the founder and CEO of Dynamic 8 00:00:17,204 --> 00:00:19,285 OR, bringing more than twenty five years of 9 00:00:19,285 --> 00:00:21,785 experience in the medical industry to his role. 10 00:00:21,845 --> 00:00:23,925 Throughout his career, he has held key positions 11 00:00:23,925 --> 00:00:27,260 in orthopedic and spine distribution, marketing, and product 12 00:00:27,260 --> 00:00:30,059 development. Drawing on his deep expertise, Jeff partnered 13 00:00:30,059 --> 00:00:32,619 with his team to drive greater efficiency, enhancing 14 00:00:32,619 --> 00:00:36,799 safety, and streamlining workflows in the operating room. 15 00:00:36,859 --> 00:00:39,280 Kelly is the vice president of ambulatory surgery 16 00:00:39,395 --> 00:00:41,554 center and community health center sales at McKesson 17 00:00:41,554 --> 00:00:43,954 Medical Surgical. She brings over two decades of 18 00:00:43,954 --> 00:00:46,674 health care experience to McKesson Medical Surgical, and 19 00:00:46,674 --> 00:00:49,554 her team partners closely with McKesson Surgery Center 20 00:00:49,554 --> 00:00:51,989 customers to help with everything from center setup 21 00:00:51,989 --> 00:00:55,269 to custom formulas, clinical guidance, and more. Kelly 22 00:00:55,269 --> 00:00:56,869 and Jeff, thanks for being here today. It's 23 00:00:56,869 --> 00:00:59,210 great to have you. Thanks so much, Lucas. 24 00:00:59,350 --> 00:01:01,689 Yeah. Yeah. Thanks for having me. Yeah. Yeah. 25 00:01:02,390 --> 00:01:04,125 So I wanna set a base line really 26 00:01:04,125 --> 00:01:05,805 for for everybody before we get started here 27 00:01:05,805 --> 00:01:07,564 for our audience, before we dive into some 28 00:01:07,564 --> 00:01:08,305 of the details. 29 00:01:08,605 --> 00:01:10,924 Across the country, our teams face a lot 30 00:01:10,924 --> 00:01:13,665 of challenges from busy schedules, the late procedures, 31 00:01:13,885 --> 00:01:16,364 staffing turnover, all of those types of things 32 00:01:16,364 --> 00:01:17,025 they compound. 33 00:01:17,430 --> 00:01:19,129 And I'd love to know from your perspective, 34 00:01:19,349 --> 00:01:21,670 what are some of those most pressing pain 35 00:01:21,670 --> 00:01:23,609 points today that you're seeing, 36 00:01:23,989 --> 00:01:26,250 and how do these impact efficiency 37 00:01:26,950 --> 00:01:30,069 and then also, ultimately, patient care. Right? 38 00:01:30,549 --> 00:01:32,250 Jeff, why don't we start with you? 39 00:01:33,005 --> 00:01:34,625 Yeah. Sure. I mean, I think the challenges 40 00:01:34,924 --> 00:01:37,265 have been around for decades. Right? 41 00:01:37,645 --> 00:01:39,245 The the the reality is I think post 42 00:01:39,245 --> 00:01:40,385 COVID is especially 43 00:01:40,765 --> 00:01:43,505 some of these demands such as staffing shortages, 44 00:01:44,444 --> 00:01:46,444 the demands on the economics of these of 45 00:01:46,444 --> 00:01:48,329 these ORs to be able to put more 46 00:01:48,329 --> 00:01:50,670 procedures through the the, you know, the demographics 47 00:01:50,729 --> 00:01:52,489 of the of the really, of the country 48 00:01:52,489 --> 00:01:54,409 are showing that there's more and more surgery 49 00:01:54,409 --> 00:01:55,689 needed to be done every day. So I 50 00:01:55,689 --> 00:01:58,409 think there's sort of a a continuation of 51 00:01:58,409 --> 00:01:59,930 a problem that's been out there for a 52 00:01:59,930 --> 00:02:01,689 long time, and efficiency has always been on 53 00:02:01,689 --> 00:02:03,069 the forefront. But seemingly, 54 00:02:03,614 --> 00:02:06,655 now it's become literally maybe the most important 55 00:02:06,655 --> 00:02:09,314 topic of most hospitals and ASCs 56 00:02:09,775 --> 00:02:12,254 at this point. Yeah. Efficiency is the key 57 00:02:12,254 --> 00:02:14,254 enabler for success. It seems like it's really 58 00:02:14,254 --> 00:02:16,895 translated more and more into that enabler, which 59 00:02:16,895 --> 00:02:18,810 is really, really key. Kelly, I'm assuming 60 00:02:19,110 --> 00:02:22,069 similar similar points, different perspective. Would would love 61 00:02:22,069 --> 00:02:23,610 to hear your thoughts as well on this. 62 00:02:24,310 --> 00:02:25,129 No. Absolutely. 63 00:02:25,590 --> 00:02:27,669 We spend a lot of time out in 64 00:02:27,669 --> 00:02:29,750 the field working with our customers and kinda 65 00:02:29,750 --> 00:02:31,430 learning a lot about what some of these 66 00:02:31,430 --> 00:02:34,354 pain points are. To Jeff's point, efficiency, 67 00:02:35,375 --> 00:02:37,375 staffing, some of the the top of the 68 00:02:37,375 --> 00:02:39,314 list, when it comes to challenges. 69 00:02:39,935 --> 00:02:40,834 Staffing shortages, 70 00:02:41,854 --> 00:02:42,354 training, 71 00:02:42,655 --> 00:02:44,974 that that's another issue as well because when 72 00:02:44,974 --> 00:02:47,979 you're, you know, turning over staff quickly, it's 73 00:02:47,979 --> 00:02:50,299 kinda hard to have an efficient OR at 74 00:02:50,299 --> 00:02:52,379 the same time. So I would say those 75 00:02:52,379 --> 00:02:53,739 are some of the top of the list, 76 00:02:53,739 --> 00:02:54,239 including 77 00:02:54,780 --> 00:02:57,979 safety, patient safety, staff safety too, would be 78 00:02:57,979 --> 00:02:59,099 some of the top of the list. And 79 00:02:59,099 --> 00:03:00,814 I know Jeff can can add a little 80 00:03:00,814 --> 00:03:02,435 more insight to that as well. 81 00:03:03,215 --> 00:03:04,814 Yeah. I mean, I think it ties to 82 00:03:04,814 --> 00:03:07,534 the, again, the environments that that we're working 83 00:03:07,534 --> 00:03:09,534 in now. The the ORs have gotten more 84 00:03:09,534 --> 00:03:11,775 constrained in terms of space. I think that 85 00:03:11,854 --> 00:03:14,030 so that so that I sort of elevate 86 00:03:14,030 --> 00:03:15,729 some of the concerns on safety. 87 00:03:16,030 --> 00:03:18,030 Rather, it's safety in the terms of the 88 00:03:18,030 --> 00:03:20,669 ergonomics of the room, the workflow inside of 89 00:03:20,669 --> 00:03:21,330 the room, 90 00:03:21,710 --> 00:03:23,710 and really the the demands. But, again, going 91 00:03:23,710 --> 00:03:25,514 back to the staff, the amount of demands 92 00:03:25,514 --> 00:03:27,514 placed on them because of the high turnover, 93 00:03:27,514 --> 00:03:29,034 but really because of the need to get 94 00:03:29,034 --> 00:03:30,014 through these procedures 95 00:03:30,395 --> 00:03:30,895 efficiently. 96 00:03:31,435 --> 00:03:33,034 It puts a lot of strain and stress 97 00:03:33,034 --> 00:03:34,974 on on the staff for sure. 98 00:03:35,514 --> 00:03:37,435 And what I always find very interesting too 99 00:03:37,435 --> 00:03:39,939 is that these issues are very intertwined. 100 00:03:40,400 --> 00:03:42,800 They connect so much to each other. You 101 00:03:42,800 --> 00:03:44,800 have to look at them holistically. You have 102 00:03:44,800 --> 00:03:46,960 to address them holistically, which is really, really 103 00:03:46,960 --> 00:03:47,460 key. 104 00:03:48,000 --> 00:03:49,520 Kelly, I'd love to talk a little bit 105 00:03:49,520 --> 00:03:50,020 about 106 00:03:50,335 --> 00:03:51,715 the role of external 107 00:03:52,014 --> 00:03:54,415 partners in addressing some of these issues. You've 108 00:03:54,415 --> 00:03:56,254 mentioned you work with a lot of organizations. 109 00:03:56,254 --> 00:03:58,335 You have these conversations all the time, which 110 00:03:58,335 --> 00:03:59,555 is so, so important. 111 00:04:00,335 --> 00:04:02,335 What are some of those technologies, some of 112 00:04:02,335 --> 00:04:05,540 those solutions that are particularly valuable right now 113 00:04:05,540 --> 00:04:06,520 where we are 114 00:04:06,819 --> 00:04:09,800 in tackling some of those common OR challenges 115 00:04:09,860 --> 00:04:10,759 that you're seeing? 116 00:04:11,699 --> 00:04:13,540 I love that you just mentioned that, first 117 00:04:13,540 --> 00:04:14,120 of all. 118 00:04:14,580 --> 00:04:16,839 That is one of our main initiatives 119 00:04:17,634 --> 00:04:19,895 as a team surgery center team at McKesson 120 00:04:19,955 --> 00:04:21,955 is trying to help not only learn what 121 00:04:21,955 --> 00:04:24,194 these problems are, but help solve for these 122 00:04:24,194 --> 00:04:24,694 problems. 123 00:04:25,235 --> 00:04:26,754 As I know you all know, we work 124 00:04:26,754 --> 00:04:29,875 with, you know, numerous manufacturers across the industry, 125 00:04:29,875 --> 00:04:32,274 but it's really important that we help to 126 00:04:32,274 --> 00:04:34,199 try to find ways that we can show 127 00:04:34,199 --> 00:04:35,580 efficiency for our customers. 128 00:04:36,199 --> 00:04:38,779 Our purpose in all of this, Lucas, is 129 00:04:38,839 --> 00:04:40,839 we've built a, you know, a non acute 130 00:04:40,839 --> 00:04:41,339 infrastructure. 131 00:04:41,720 --> 00:04:43,879 So when I say that, I mean, we've 132 00:04:43,879 --> 00:04:45,740 built an infrastructure to service 133 00:04:46,120 --> 00:04:46,620 the 134 00:04:46,975 --> 00:04:48,115 surgery center space. 135 00:04:48,574 --> 00:04:50,574 We're we're not in acute market, and so 136 00:04:50,574 --> 00:04:53,134 our focus is geared towards that customer. And 137 00:04:53,134 --> 00:04:54,355 we span nationwide, 138 00:04:54,894 --> 00:04:58,194 next day delivery. We have tailored logistic models. 139 00:04:58,654 --> 00:05:02,310 We have technology and integration and clinical consulting, 140 00:05:02,370 --> 00:05:04,290 and all of this is to help improve 141 00:05:04,290 --> 00:05:05,270 financial performance 142 00:05:05,889 --> 00:05:08,449 and just strengthen the continuum of care across 143 00:05:08,449 --> 00:05:09,430 all of health care. 144 00:05:10,210 --> 00:05:12,129 And just in your intro too, it is 145 00:05:12,129 --> 00:05:14,625 really that holistic view of we're we were 146 00:05:14,625 --> 00:05:15,764 trying to look at 147 00:05:16,225 --> 00:05:18,245 multiple different issues. It's like is that correct? 148 00:05:18,544 --> 00:05:21,584 That is yes. Very, very much so. Yeah. 149 00:05:21,584 --> 00:05:24,805 It's it's, again, intertwined. You need a holistic 150 00:05:24,865 --> 00:05:26,704 look to be able to solve it. And 151 00:05:26,704 --> 00:05:28,944 and innovation, we talk about it a lot 152 00:05:28,944 --> 00:05:30,360 quite quite a bit, and we talk about 153 00:05:30,360 --> 00:05:32,519 technology solving some of these some of these, 154 00:05:32,839 --> 00:05:35,639 issues. But really what happens is it happens 155 00:05:35,639 --> 00:05:37,480 at the front lines of care. Right? It 156 00:05:37,480 --> 00:05:39,080 happens with the folks that are actually doing 157 00:05:39,080 --> 00:05:41,420 the work. I was wondering if you 158 00:05:42,014 --> 00:05:43,454 both could talk a little bit about the 159 00:05:43,454 --> 00:05:45,935 challenge you were aiming to solve that sparked 160 00:05:45,935 --> 00:05:48,654 your focus on OR efficiency, what you've learned 161 00:05:48,654 --> 00:05:49,954 about bringing new technology 162 00:05:50,334 --> 00:05:52,115 to surgery centers, etcetera, 163 00:05:52,814 --> 00:05:55,389 especially for you, Jeff, right, with Dynamic OR. 164 00:05:55,389 --> 00:05:57,470 What was that story behind it? Why did 165 00:05:57,470 --> 00:05:59,089 you decide to go that route? 166 00:05:59,550 --> 00:06:00,829 Can you talk a little bit about that 167 00:06:00,829 --> 00:06:02,349 process and some of the things that that 168 00:06:02,349 --> 00:06:03,250 you were considering? 169 00:06:04,189 --> 00:06:06,029 Sure. I mean, you know, I I'd say 170 00:06:06,029 --> 00:06:07,789 I grew up in in the ORs. Right? 171 00:06:07,789 --> 00:06:09,649 I came in out of the, orthopedic 172 00:06:10,425 --> 00:06:12,585 and spine industry. So for the last twenty 173 00:06:12,585 --> 00:06:13,645 five years, I've been, 174 00:06:14,024 --> 00:06:16,605 I'd say, relatively fixated on inefficiencies, 175 00:06:17,464 --> 00:06:19,064 and and trying to figure out, you know, 176 00:06:19,064 --> 00:06:21,064 there's gotta be a better solution for it 177 00:06:21,064 --> 00:06:23,139 because it really, you know, coming out of 178 00:06:23,139 --> 00:06:25,459 the orthopedic or spine side, I think we 179 00:06:25,459 --> 00:06:27,539 were, in some ways, you know, one of 180 00:06:27,539 --> 00:06:29,699 the causes of of the of the challenges. 181 00:06:29,699 --> 00:06:31,060 Right? There's a lot of equipment and a 182 00:06:31,060 --> 00:06:32,199 lot of different choices 183 00:06:32,579 --> 00:06:34,500 that are being made. So the confusion or 184 00:06:34,500 --> 00:06:37,455 the complication of surgery has gotten, I think, 185 00:06:37,455 --> 00:06:39,615 elevated over the years. And and for me, 186 00:06:39,615 --> 00:06:41,055 I was always thought that there had to 187 00:06:41,055 --> 00:06:42,274 be a better way of driving 188 00:06:42,574 --> 00:06:45,134 kinda coming backwards and creating a process that 189 00:06:45,134 --> 00:06:46,834 could eliminate some of those unnecessary 190 00:06:47,134 --> 00:06:49,770 challenges or unnecessary delays. I came out of 191 00:06:49,930 --> 00:06:50,889 believe it or not, I came out of 192 00:06:50,889 --> 00:06:53,050 the construction industry. My father and his and 193 00:06:53,050 --> 00:06:55,210 his family were all contractors, and I've mentioned 194 00:06:55,210 --> 00:06:56,730 this many times because I think there's a 195 00:06:56,730 --> 00:06:57,230 parallel. 196 00:06:57,610 --> 00:06:59,129 You know, I grew up in a world 197 00:06:59,129 --> 00:07:00,810 where everything on a job site had a 198 00:07:00,810 --> 00:07:02,889 home, and there was a very specific way 199 00:07:02,889 --> 00:07:04,649 of doing things. So no matter where we 200 00:07:04,649 --> 00:07:07,264 were, you'd open up the trailers and everything 201 00:07:07,264 --> 00:07:08,545 would be the same. Right? And there's a 202 00:07:08,545 --> 00:07:09,444 reason for that. 203 00:07:09,905 --> 00:07:11,745 So looking at the OR and looking at 204 00:07:11,745 --> 00:07:14,064 some of the complications, I I really realized 205 00:07:14,064 --> 00:07:15,585 early on that there should be a better 206 00:07:15,585 --> 00:07:17,425 process that could be created so you could 207 00:07:17,425 --> 00:07:18,165 have repeatability, 208 00:07:18,990 --> 00:07:20,689 which ultimately drives efficiency, 209 00:07:21,149 --> 00:07:21,810 which ultimately, 210 00:07:22,350 --> 00:07:24,430 you know, overcomes a lot of those challenges 211 00:07:24,430 --> 00:07:26,129 that staff are are are complicated 212 00:07:26,589 --> 00:07:28,670 are are feeling right now. So, anyway, it 213 00:07:28,670 --> 00:07:30,290 it it all came from just observation 214 00:07:30,670 --> 00:07:32,129 and and maybe some intuitive 215 00:07:32,455 --> 00:07:33,595 sort of thought process. 216 00:07:34,455 --> 00:07:35,895 That's that's how we got to where we 217 00:07:35,895 --> 00:07:38,295 are. The reason we chose McKesson as a 218 00:07:38,295 --> 00:07:40,535 partner, and and we're very grateful for that 219 00:07:40,535 --> 00:07:42,295 opportunity, is is one on a on a 220 00:07:42,295 --> 00:07:44,935 holistic level. They do represent and Kelly's mentioned 221 00:07:44,935 --> 00:07:46,775 this. They they cover the country in such 222 00:07:46,775 --> 00:07:49,479 a unique way with not only their their, 223 00:07:49,479 --> 00:07:51,819 again, their brand recognition, but their capabilities. 224 00:07:52,600 --> 00:07:54,600 And really what so from a from a 225 00:07:54,600 --> 00:07:56,120 high level, it made a ton of sense. 226 00:07:56,120 --> 00:07:58,199 But when we got to understand how Kelly's 227 00:07:58,199 --> 00:08:00,439 team really focused on and and the what 228 00:08:00,439 --> 00:08:02,995 they're doing to drive our message and their 229 00:08:02,995 --> 00:08:05,555 their their complete message into the ASCs. It 230 00:08:05,555 --> 00:08:06,915 really made a ton of sense. They have 231 00:08:06,915 --> 00:08:09,955 incredibly talented team. They have great access. So 232 00:08:09,955 --> 00:08:11,634 the partnership seemed to just make a ton 233 00:08:11,634 --> 00:08:14,035 of sense from from that level. So we're 234 00:08:14,035 --> 00:08:15,795 really happy that we made that choice. I 235 00:08:15,795 --> 00:08:17,530 mean, what we're offering in terms of the 236 00:08:17,530 --> 00:08:18,030 solution, 237 00:08:18,410 --> 00:08:19,930 you know, we have a three components, and 238 00:08:19,930 --> 00:08:21,370 it is a system. And I, again, I 239 00:08:21,370 --> 00:08:23,689 want people to think about the system that 240 00:08:23,689 --> 00:08:25,530 we offer. You know, we offer a very 241 00:08:25,530 --> 00:08:26,350 unique product 242 00:08:26,810 --> 00:08:28,750 that allows us to get ergonomically, 243 00:08:29,555 --> 00:08:31,794 advantageous both from space and from, you know, 244 00:08:31,794 --> 00:08:33,875 the the the configurations that we can do 245 00:08:33,875 --> 00:08:34,695 with our table. 246 00:08:35,235 --> 00:08:37,154 We have a unique drape system that is 247 00:08:37,154 --> 00:08:39,554 unlike any that's ever been, introduced to the 248 00:08:39,554 --> 00:08:41,875 industry that has a mapping surf surface mapping 249 00:08:41,875 --> 00:08:43,495 technology on that that allows 250 00:08:43,860 --> 00:08:46,440 instruments to be set up, in the configuration, 251 00:08:47,220 --> 00:08:49,139 the same way every time for the different 252 00:08:49,139 --> 00:08:50,820 surgeries. And then the app that we have 253 00:08:50,820 --> 00:08:52,500 pulls it all together. So the solution that 254 00:08:52,500 --> 00:08:54,200 we have is is pretty in-depth, 255 00:08:54,740 --> 00:08:56,019 and that's why I think we're having a 256 00:08:56,019 --> 00:08:57,559 unique opportunity with McKesson. 257 00:08:58,165 --> 00:09:01,365 I love the construction site analogy. Right? Everything 258 00:09:01,365 --> 00:09:03,125 has to have a place and that's so 259 00:09:03,125 --> 00:09:05,205 so close as well. Kelly, I just wanna 260 00:09:05,205 --> 00:09:06,644 give you a chance here too on on 261 00:09:06,644 --> 00:09:08,245 talking a little bit about why this is 262 00:09:08,245 --> 00:09:10,004 so important for for your teams as well 263 00:09:10,004 --> 00:09:12,410 in terms of the the really thinking about 264 00:09:12,410 --> 00:09:14,730 why you're doing this, the OR efficiency piece 265 00:09:14,730 --> 00:09:16,970 too. What have you learned too on on 266 00:09:16,970 --> 00:09:19,210 bringing some of these technologies to folks and 267 00:09:19,210 --> 00:09:20,830 the conversations that you're having? 268 00:09:21,769 --> 00:09:23,450 One thing I would say, the first time 269 00:09:23,450 --> 00:09:24,509 I talked to Jeff 270 00:09:25,214 --> 00:09:27,235 and saw what he had created, 271 00:09:27,855 --> 00:09:30,254 I knew right away that he he he 272 00:09:30,254 --> 00:09:31,774 had a he had a product that was 273 00:09:31,774 --> 00:09:34,914 successful because, one, he he did he solved 274 00:09:34,975 --> 00:09:37,154 for some of the those biggest challenges. 275 00:09:37,850 --> 00:09:40,350 I think what was exciting about that is, 276 00:09:40,809 --> 00:09:43,450 you know, we have a distribution model that's 277 00:09:43,450 --> 00:09:46,170 geared towards servicing that surgery center customer. So 278 00:09:46,170 --> 00:09:47,629 we have the capability 279 00:09:48,009 --> 00:09:50,350 to latest order cutoff times, 280 00:09:51,084 --> 00:09:52,865 break down lowest unit of measures 281 00:09:53,565 --> 00:09:55,404 because we have the largest fleet in the 282 00:09:55,404 --> 00:09:57,345 industry, capabilities to customize, 283 00:09:57,964 --> 00:09:59,725 you know, delivery times and days for our 284 00:09:59,725 --> 00:10:00,945 customers, etcetera. 285 00:10:01,485 --> 00:10:04,100 Mhmm. What I loved about seeing what Jeff 286 00:10:04,100 --> 00:10:06,500 had put together with Dynamic OR, we solve 287 00:10:06,500 --> 00:10:08,580 for a lot of the solutions at McKesson 288 00:10:08,580 --> 00:10:11,399 Medical Surgical on getting product to our customer 289 00:10:11,860 --> 00:10:15,720 and partnering with manufacturer partners like Jeff. And 290 00:10:15,904 --> 00:10:18,225 what he has created gives us the ability 291 00:10:18,225 --> 00:10:20,884 to to just tie the whole solution together 292 00:10:21,264 --> 00:10:23,845 and really show efficiency across the board 293 00:10:24,384 --> 00:10:25,985 from the time they place the order to 294 00:10:25,985 --> 00:10:27,125 the time they complete 295 00:10:27,825 --> 00:10:29,205 a a case in the OR. 296 00:10:29,620 --> 00:10:31,779 Yeah. We're coming back to the holistic piece. 297 00:10:31,779 --> 00:10:33,460 Right? We need to solve for the the 298 00:10:33,460 --> 00:10:35,620 issues, as a whole, as a system, which 299 00:10:35,620 --> 00:10:36,440 is fantastic. 300 00:10:37,059 --> 00:10:38,980 Kelly and Jeff, thank you so much both 301 00:10:38,980 --> 00:10:40,500 to you for being here. This has been 302 00:10:40,500 --> 00:10:42,899 a fantastic conversation. I wanna turn the floor 303 00:10:42,899 --> 00:10:44,495 over to you, for anything else that you 304 00:10:44,495 --> 00:10:46,595 wanna add, any closing thoughts for our audience, 305 00:10:46,894 --> 00:10:49,134 from our conversation today. Jeff, we'd love to 306 00:10:49,134 --> 00:10:50,115 start off with you. 307 00:10:50,654 --> 00:10:52,014 Yeah. I mean, I think I would I 308 00:10:52,014 --> 00:10:53,714 would challenge the audience to think 309 00:10:54,254 --> 00:10:56,095 outside the box a little bit. You know, 310 00:10:56,095 --> 00:10:56,254 we 311 00:10:56,899 --> 00:10:59,059 the innovation that we've created is just one 312 00:10:59,059 --> 00:11:01,460 of many, I think, important steps to get 313 00:11:01,460 --> 00:11:01,960 to, 314 00:11:02,740 --> 00:11:04,980 a place where efficiency should be on the 315 00:11:04,980 --> 00:11:07,480 forefront, but it shouldn't be difficult to accomplish. 316 00:11:07,620 --> 00:11:09,700 Right? And and we've created a solution that 317 00:11:09,700 --> 00:11:13,194 I believe is gonna give, OR staff and 318 00:11:13,194 --> 00:11:15,434 surgeons and then really their patients an opportunity 319 00:11:15,434 --> 00:11:16,814 to benefit from, 320 00:11:17,595 --> 00:11:20,334 a simply a simple solution to a relatively 321 00:11:20,394 --> 00:11:23,355 complex problem. So, I would challenge people to 322 00:11:23,355 --> 00:11:24,954 to think outside the box because we've been 323 00:11:24,954 --> 00:11:26,334 doing things the same way 324 00:11:26,639 --> 00:11:28,500 literally for a hundred years. 325 00:11:29,200 --> 00:11:31,200 And that doesn't mean that it's wrong. It 326 00:11:31,200 --> 00:11:32,559 just means there may be a better way 327 00:11:32,559 --> 00:11:34,960 of, of getting to a, you know, a 328 00:11:34,960 --> 00:11:37,360 better solution, if that makes sense. So I 329 00:11:37,360 --> 00:11:39,680 would tell people to to do that, and 330 00:11:39,680 --> 00:11:41,625 and, hopefully, we can we can show folks, 331 00:11:42,105 --> 00:11:43,544 in the future that that we can help 332 00:11:43,544 --> 00:11:45,865 them. Yeah. Sometimes the construction site doesn't work 333 00:11:45,865 --> 00:11:47,884 if you don't think outside the box. Right? 334 00:11:47,945 --> 00:11:49,884 It won't get there. 100%. 335 00:11:49,945 --> 00:11:52,585 Yeah. Absolutely. Kelly, same for you. Anything else 336 00:11:52,585 --> 00:11:54,184 that you you want really wanna leave our 337 00:11:54,184 --> 00:11:56,189 audience with? Anything that that you wanna add 338 00:11:56,189 --> 00:11:59,470 from especially from McKesson's perspective, from from from 339 00:11:59,470 --> 00:12:01,629 choosing, etcetera? What what what are some of 340 00:12:01,629 --> 00:12:03,949 your thoughts there? No. Lucas, thank you so 341 00:12:03,949 --> 00:12:06,289 much. Thank you for giving us the opportunity 342 00:12:06,350 --> 00:12:08,990 to to speak with you today. And I 343 00:12:08,990 --> 00:12:10,769 just would like to end by 344 00:12:11,214 --> 00:12:14,014 telling everyone, please stop by our booth at 345 00:12:14,014 --> 00:12:17,075 the upcoming business and operations ASC conference 346 00:12:17,534 --> 00:12:19,714 on October 16 through the eighteenth. 347 00:12:20,414 --> 00:12:22,335 You'll actually have the opportunity to speak with 348 00:12:22,335 --> 00:12:24,654 Jeff Live and and see an example of 349 00:12:24,654 --> 00:12:26,195 his, complete solution, 350 00:12:26,799 --> 00:12:29,379 As well as speak with, my 351 00:12:29,920 --> 00:12:31,220 personalized consultative 352 00:12:31,679 --> 00:12:34,639 ASC team. This team has over a hundred 353 00:12:34,639 --> 00:12:37,759 and eighty plus years of experience filling into 354 00:12:37,759 --> 00:12:40,634 the OR. So please stop by, speak with 355 00:12:40,634 --> 00:12:42,315 them. We would love to talk about ways 356 00:12:42,315 --> 00:12:44,875 that we can help you overcome your top 357 00:12:44,875 --> 00:12:45,375 challenges. 358 00:12:46,394 --> 00:12:48,315 Kelly and Jeff, thank you so much for 359 00:12:48,315 --> 00:12:50,154 being here and for your time and for 360 00:12:50,154 --> 00:12:51,995 your insights. And we also want to thank 361 00:12:51,995 --> 00:12:54,710 our podcast sponsor, McKesson Medical Surgical. You can 362 00:12:54,710 --> 00:12:56,389 tune in to more podcasts from Becker's health 363 00:12:56,389 --> 00:13:01,049 care by visiting our podcast page at becker'shospitalreview.com.