1 00:00:00,080 --> 00:00:02,399 Hi, everyone. This is Lucas Voss with Becker's 2 00:00:02,399 --> 00:00:04,160 Healthcare. Thanks so much for tuning in to 3 00:00:04,160 --> 00:00:06,879 the Becker's Healthcare podcast series. Very excited to 4 00:00:06,879 --> 00:00:09,439 have you. Today, we're talking about reducing burnout 5 00:00:09,439 --> 00:00:11,699 and boosting revenue in ASC's 6 00:00:12,000 --> 00:00:14,074 workflow and tech priorities 7 00:00:14,455 --> 00:00:17,095 for this year and, of course, 2026. 8 00:00:17,095 --> 00:00:19,574 And joining me for today's discussion, very excited 9 00:00:19,574 --> 00:00:21,654 to have them both, Audra Wallace, director of 10 00:00:21,654 --> 00:00:24,635 clinical success at Subflo Health, and Linda Betwell, 11 00:00:24,855 --> 00:00:27,414 CEO at Ascend Specialist. Audra and Linda, so 12 00:00:27,414 --> 00:00:28,614 great to have you. Thanks for being here 13 00:00:28,614 --> 00:00:31,379 today. Thank you for having us. Yes. Thank 14 00:00:31,379 --> 00:00:33,059 you. It's a pleasure. Great to have you 15 00:00:33,059 --> 00:00:34,739 both. I do want to start off with 16 00:00:34,739 --> 00:00:36,899 introductions for our audience here. If you want 17 00:00:36,899 --> 00:00:38,600 to just share a little bit about yourself 18 00:00:38,820 --> 00:00:40,659 and your work in health care, Audra we'll 19 00:00:40,659 --> 00:00:41,719 start off with you. 20 00:00:42,054 --> 00:00:42,875 Hi. Absolutely. 21 00:00:43,255 --> 00:00:45,494 I am first and foremost a clinician by 22 00:00:45,494 --> 00:00:47,195 trade and training over ten years 23 00:00:47,655 --> 00:00:49,414 in mostly the acute setting. 24 00:00:49,814 --> 00:00:51,594 I'm a physical therapist, but 25 00:00:52,054 --> 00:00:52,554 in 26 00:00:53,015 --> 00:00:55,270 coordinating what's we're talking about today, I saw 27 00:00:55,270 --> 00:00:58,469 firsthand how administrative friction really impacts me as 28 00:00:58,469 --> 00:00:59,130 a clinician. 29 00:00:59,909 --> 00:01:01,829 And that's the perspective I'm bringing and I've 30 00:01:01,829 --> 00:01:04,469 brought on to, serve as the director of 31 00:01:04,469 --> 00:01:07,349 clinical success at Subflo Health where my role 32 00:01:07,349 --> 00:01:08,650 essentially is to bridge, 33 00:01:09,165 --> 00:01:11,724 the large gap between much of our clinical 34 00:01:11,724 --> 00:01:13,424 reality and operational technology 35 00:01:13,805 --> 00:01:17,344 that exists today. So my, background gives me 36 00:01:17,405 --> 00:01:20,045 a really unique vantage point to help evaluate 37 00:01:20,045 --> 00:01:23,424 workflows, not just as processes, but really as 38 00:01:23,644 --> 00:01:26,769 a lived experience and and burden that I 39 00:01:26,769 --> 00:01:29,349 have felt for clinicians and our patients. 40 00:01:29,969 --> 00:01:31,969 Excited to bring that perspective to the conversation 41 00:01:31,969 --> 00:01:34,209 here today. Very important as well. Linda, over 42 00:01:34,209 --> 00:01:34,869 to you. 43 00:01:35,569 --> 00:01:37,875 Yeah. Well, I'm also on the clinical field. 44 00:01:37,954 --> 00:01:39,875 I've nursed by trade. I've been a nurse 45 00:01:39,875 --> 00:01:41,334 over forty years. So I've, 46 00:01:41,795 --> 00:01:43,555 number one, it makes me old. But number 47 00:01:43,555 --> 00:01:46,275 two, I I've had the honor or, 48 00:01:47,155 --> 00:01:47,894 the frustration 49 00:01:48,354 --> 00:01:49,094 of watching 50 00:01:49,715 --> 00:01:53,075 us proceed through the clinical times decade after 51 00:01:53,075 --> 00:01:53,575 decade. 52 00:01:54,670 --> 00:01:56,590 I really never thought I'd be sitting here 53 00:01:56,590 --> 00:01:59,549 today talking about being efficient in health care 54 00:01:59,549 --> 00:02:01,329 because we're like the most inefficient, 55 00:02:02,510 --> 00:02:05,489 industry out there. There's no doubt about it. 56 00:02:06,349 --> 00:02:06,849 And 57 00:02:07,310 --> 00:02:09,495 and especially as I've gotten older and 58 00:02:10,455 --> 00:02:12,875 in more in the leadership and administrative role 59 00:02:13,094 --> 00:02:15,894 and watching how people are people as in 60 00:02:15,894 --> 00:02:18,215 insurance companies, you know, the people that that 61 00:02:18,215 --> 00:02:19,275 are helping us 62 00:02:19,655 --> 00:02:21,574 supposedly grow in our field are the ones 63 00:02:21,574 --> 00:02:23,310 that are actually killing us in our field, 64 00:02:23,310 --> 00:02:24,990 and how can we get where we need 65 00:02:24,990 --> 00:02:26,750 to be. So I have, you know, worked 66 00:02:26,750 --> 00:02:28,750 in the hospital. I've been running surgery centers 67 00:02:28,750 --> 00:02:31,230 for over twenty five years. I've worked for 68 00:02:31,230 --> 00:02:33,390 just about every management company out there in 69 00:02:33,390 --> 00:02:35,550 one shape or form from and all the 70 00:02:35,550 --> 00:02:39,284 way down to, independent physician owned facilities. I've 71 00:02:39,284 --> 00:02:41,365 used almost every software out there at one 72 00:02:41,365 --> 00:02:43,525 point or or time. So I've gathered a 73 00:02:43,525 --> 00:02:46,405 lot of information, and it's really an honor 74 00:02:46,405 --> 00:02:48,405 to, at this point in my life, be 75 00:02:48,405 --> 00:02:50,504 able to share that everything that I've learned, 76 00:02:51,012 --> 00:02:53,620 with hopefully prospective clients and just the health 77 00:02:53,620 --> 00:02:55,860 care community out there in the surgery center 78 00:02:55,860 --> 00:02:56,360 world. 79 00:02:56,659 --> 00:02:58,180 And the how to get there is an 80 00:02:58,180 --> 00:03:00,259 important part of today's conversation, I think. We'll 81 00:03:00,259 --> 00:03:02,180 talk about more in you Yes. Yeah. In 82 00:03:02,180 --> 00:03:03,780 a little bit. That's really, really key. And 83 00:03:03,780 --> 00:03:05,324 and it was certainly part of a of 84 00:03:05,324 --> 00:03:07,724 a recent webinar that you we hosted together 85 00:03:07,724 --> 00:03:08,465 with Subflow. 86 00:03:08,764 --> 00:03:10,125 And there was a lot of talk about 87 00:03:10,125 --> 00:03:12,144 these legacy processes like 88 00:03:12,924 --> 00:03:16,224 paper workflows. Yes. That is real, dear audience. 89 00:03:16,284 --> 00:03:19,860 Paper workflows in 2025 and 2026. 90 00:03:20,180 --> 00:03:23,860 But also phone trees, manual documentation. There's all 91 00:03:23,860 --> 00:03:25,379 kinds of things that are still sort of 92 00:03:25,379 --> 00:03:27,539 fueling that burnout crisis that we're seeing within 93 00:03:27,539 --> 00:03:28,120 the industry. 94 00:03:28,740 --> 00:03:30,120 What's one workflow 95 00:03:30,419 --> 00:03:32,120 that you believe leaders 96 00:03:32,419 --> 00:03:33,400 most underestimate 97 00:03:33,860 --> 00:03:35,875 in terms of its true emotional 98 00:03:36,175 --> 00:03:37,794 or financial cost 99 00:03:38,415 --> 00:03:39,215 to staff? 100 00:03:39,615 --> 00:03:40,814 Audra, I would love to start off with 101 00:03:40,814 --> 00:03:41,955 you here on this one. 102 00:03:42,574 --> 00:03:45,555 Yeah. I think the biggest thing is the 103 00:03:46,735 --> 00:03:47,794 pre op clarification 104 00:03:48,094 --> 00:03:48,594 cycle, 105 00:03:49,379 --> 00:03:50,120 the ambiguous 106 00:03:50,419 --> 00:03:52,120 nature that patients don't 107 00:03:52,739 --> 00:03:54,579 understand what they're supposed to do and when 108 00:03:54,579 --> 00:03:57,079 they're supposed to do it, that workflow of 109 00:03:57,379 --> 00:03:58,280 all of the communications 110 00:03:58,659 --> 00:04:00,680 that need to occur and not just communication, 111 00:04:00,739 --> 00:04:02,039 but actual understanding, 112 00:04:02,819 --> 00:04:04,360 the health literacy piece 113 00:04:04,955 --> 00:04:06,735 that exists. How do 114 00:04:07,034 --> 00:04:08,574 staff members have the time 115 00:04:08,955 --> 00:04:10,655 to engage with patients 116 00:04:11,194 --> 00:04:13,435 as patients need to be? How do they 117 00:04:13,435 --> 00:04:15,034 have the time to figure out how the 118 00:04:15,034 --> 00:04:16,654 patient needs to be engaged? 119 00:04:17,115 --> 00:04:19,319 And then actually take the steps to engage 120 00:04:19,319 --> 00:04:21,000 that patient in that way so that the 121 00:04:21,000 --> 00:04:21,819 patient has 122 00:04:22,199 --> 00:04:25,000 the best understanding and the most learning occurs 123 00:04:25,000 --> 00:04:26,620 so that, you know, that only, 124 00:04:27,399 --> 00:04:30,620 improves outcomes if the patient is actually prepared 125 00:04:31,000 --> 00:04:32,735 and shows up for whatever 126 00:04:33,194 --> 00:04:34,975 needs to occur. So, 127 00:04:35,834 --> 00:04:38,095 any any type of ambiguous instruction 128 00:04:38,555 --> 00:04:41,295 is creating anxiety for our patients, is creating, 129 00:04:41,834 --> 00:04:44,314 lack of efficiency for our staff, and it's 130 00:04:44,314 --> 00:04:47,100 a really a real drain on the humans 131 00:04:47,240 --> 00:04:47,740 involved, 132 00:04:48,680 --> 00:04:51,480 not to mention the cost of, you know, 133 00:04:51,480 --> 00:04:52,379 wasted time. 134 00:04:52,680 --> 00:04:53,180 So, 135 00:04:54,040 --> 00:04:55,339 emotionally too, that 136 00:04:55,720 --> 00:04:58,060 affects the humans involved because 137 00:04:59,274 --> 00:05:01,035 the the staff members got into this field 138 00:05:01,035 --> 00:05:03,675 to actually help people, most likely. You know? 139 00:05:03,675 --> 00:05:05,194 That's most of us what we would say. 140 00:05:05,194 --> 00:05:05,935 And so, 141 00:05:06,875 --> 00:05:08,795 when it comes to actually doing all the 142 00:05:08,795 --> 00:05:11,170 checklists and the tasks, if they're not helping 143 00:05:11,170 --> 00:05:13,370 the human on the other side, then it's 144 00:05:13,370 --> 00:05:15,790 exhausting to the to the clinicians as well. 145 00:05:16,569 --> 00:05:18,650 Linda, I saw you chuckle there a little 146 00:05:18,650 --> 00:05:20,250 bit when I mentioned the the paper piece, 147 00:05:20,250 --> 00:05:23,069 which again still baffles me in in 2025. 148 00:05:23,689 --> 00:05:26,584 Yeah. Yes. What's one workflow that that you 149 00:05:26,584 --> 00:05:29,305 think leaders most underestimate in in terms of 150 00:05:29,305 --> 00:05:32,125 this this pressure and this this true emotional 151 00:05:32,824 --> 00:05:34,845 strain and and financial strain, 152 00:05:35,225 --> 00:05:35,964 to staff? 153 00:05:36,584 --> 00:05:38,824 Oh, you know, it's all boiling down to 154 00:05:38,824 --> 00:05:41,439 the software that you have in your center 155 00:05:41,439 --> 00:05:43,939 and what's helping you be more efficient. 156 00:05:44,879 --> 00:05:46,480 You know, because I've seen you know, I 157 00:05:46,480 --> 00:05:48,080 walk into a lot of surgery centers that 158 00:05:48,080 --> 00:05:50,399 have been around for twenty plus years. They're 159 00:05:50,399 --> 00:05:52,160 the ones that are probably still doing paper 160 00:05:52,160 --> 00:05:54,240 charting. They think it's gonna be too expensive 161 00:05:54,240 --> 00:05:54,975 and too, 162 00:05:55,535 --> 00:05:56,035 emotionally, 163 00:05:56,814 --> 00:05:57,314 frustrating 164 00:05:57,694 --> 00:05:59,615 to flip over. Well, it is all of 165 00:05:59,615 --> 00:06:02,014 those things, but once you get there now 166 00:06:02,014 --> 00:06:04,115 and get that flipped, the efficiencies 167 00:06:04,574 --> 00:06:06,175 so, you know, I think, you know, having 168 00:06:06,175 --> 00:06:07,535 been a nurse as many years as I 169 00:06:07,535 --> 00:06:09,455 have and, you know, I'm gonna say 80% 170 00:06:09,455 --> 00:06:11,350 of my time in the nursing field, I 171 00:06:11,350 --> 00:06:14,550 probably left work feeling like I didn't give 172 00:06:14,550 --> 00:06:15,449 it my best. 173 00:06:15,910 --> 00:06:18,710 I could only do so much. We were 174 00:06:18,710 --> 00:06:19,529 paper charting. 175 00:06:19,990 --> 00:06:22,069 Lord have mercy if we were gonna have 176 00:06:22,069 --> 00:06:23,770 to stay over and chart and get overtime. 177 00:06:24,084 --> 00:06:26,004 You know, somebody was gonna breathing be breathing 178 00:06:26,004 --> 00:06:28,404 down your neck. So there's all these buckets 179 00:06:28,404 --> 00:06:29,925 that you have to hit and you have 180 00:06:29,925 --> 00:06:31,365 to do it in an eight hour day 181 00:06:31,365 --> 00:06:33,685 or, you know, a twelve hour day. So, 182 00:06:33,685 --> 00:06:35,865 you know, and not having the efficiencies 183 00:06:36,245 --> 00:06:37,224 of automating 184 00:06:37,979 --> 00:06:39,979 simple things like automating how you get, 185 00:06:40,860 --> 00:06:43,740 patients scheduled in your facility, communicating of course 186 00:06:43,740 --> 00:06:46,139 to those patients. And then, the nurse too, 187 00:06:46,139 --> 00:06:48,300 you gotta remember that we're most codependent by 188 00:06:48,300 --> 00:06:50,620 nature and if we don't do our jobs 189 00:06:50,620 --> 00:06:51,919 well, we just 190 00:06:52,305 --> 00:06:53,665 beat ourselves up, 191 00:06:54,064 --> 00:06:55,444 over the whole thing. So 192 00:06:55,824 --> 00:06:58,545 it is very crystal clear in nursing right 193 00:06:58,545 --> 00:06:59,584 now how, 194 00:07:00,305 --> 00:07:01,365 you know, just burnout, 195 00:07:01,745 --> 00:07:03,824 everybody is. But I think if we embrace 196 00:07:03,824 --> 00:07:04,404 the technology 197 00:07:05,120 --> 00:07:06,720 to get there, we can be so much 198 00:07:06,720 --> 00:07:08,639 more efficient. I mean, it equates to everything 199 00:07:08,639 --> 00:07:09,620 from patient safety, 200 00:07:10,160 --> 00:07:12,240 to revenue cycle management, which is huge. You 201 00:07:12,240 --> 00:07:14,160 know, the insurance companies are beating us hands 202 00:07:14,160 --> 00:07:17,199 down, and there's so many efficiencies that we're 203 00:07:17,199 --> 00:07:17,699 missing, 204 00:07:18,080 --> 00:07:20,214 and they seem to stay 10 steps ahead 205 00:07:20,214 --> 00:07:21,495 of us. Of course, they're, you know, billion 206 00:07:21,495 --> 00:07:23,894 dollar companies, us little surgery centers, you know, 207 00:07:23,894 --> 00:07:24,634 we're not, 208 00:07:25,175 --> 00:07:28,074 that. So getting that software, getting those efficiencies, 209 00:07:28,294 --> 00:07:29,974 you know, I don't walk into a center 210 00:07:29,974 --> 00:07:30,474 cold, 211 00:07:31,120 --> 00:07:32,800 when I first start out. The first thing 212 00:07:32,800 --> 00:07:34,899 I, you know, after I do my assessment 213 00:07:35,199 --> 00:07:37,360 is I tell the leaders, the physician owners, 214 00:07:37,360 --> 00:07:39,040 I said, the first thing we have to 215 00:07:39,040 --> 00:07:41,439 do here, guys and girls, is get our 216 00:07:41,439 --> 00:07:42,735 house in order. 217 00:07:43,055 --> 00:07:45,214 We need to have the right softwares. We 218 00:07:45,214 --> 00:07:46,735 need to have the right people doing the 219 00:07:46,735 --> 00:07:47,474 right job, 220 00:07:48,334 --> 00:07:50,995 and our lives will become so much more, 221 00:07:51,454 --> 00:07:51,954 improved, 222 00:07:52,894 --> 00:07:54,334 at the end of the month and at 223 00:07:54,334 --> 00:07:55,694 the end of the quarter and end of 224 00:07:55,694 --> 00:07:56,274 the year. 225 00:07:56,939 --> 00:07:58,539 Well, I think it comes back to to 226 00:07:58,539 --> 00:08:00,779 what Otter was saying earlier. Right? Clinicians get 227 00:08:00,779 --> 00:08:02,939 into the field to help people, not to 228 00:08:02,939 --> 00:08:04,939 do paperwork instead of in front of a 229 00:08:04,939 --> 00:08:07,259 computer all day, but they they want to 230 00:08:07,259 --> 00:08:08,860 care for folks. They want to be doing 231 00:08:08,860 --> 00:08:11,665 the important things that matter. One thing I 232 00:08:11,665 --> 00:08:13,425 did wanna touch on really quickly because it 233 00:08:13,425 --> 00:08:15,685 came up, quite frequently in in the earlier 234 00:08:15,824 --> 00:08:18,085 webinar that we hosted, with Subflow, 235 00:08:18,785 --> 00:08:20,865 cancellations. Right? We've all done it. We've all 236 00:08:20,865 --> 00:08:22,785 called in the on the day of because 237 00:08:22,785 --> 00:08:24,750 something came up and we couldn't get there. 238 00:08:24,750 --> 00:08:27,229 But from a business perspective, this is a 239 00:08:27,229 --> 00:08:29,149 threat. This is a threat to revenue. This 240 00:08:29,149 --> 00:08:31,569 is a a threat to staffing morale certainly. 241 00:08:32,269 --> 00:08:34,830 And and, Audra, from from your perspective, right, 242 00:08:34,830 --> 00:08:36,129 what are some of those signals 243 00:08:36,684 --> 00:08:39,504 that can predict those same day cancellations? 244 00:08:39,884 --> 00:08:42,684 Right? How can organizations intervene earlier to then 245 00:08:42,684 --> 00:08:44,924 say, okay. We're optimizing this so it doesn't 246 00:08:44,924 --> 00:08:45,424 happen? 247 00:08:46,365 --> 00:08:48,524 Yeah. I think exactly what you said. If 248 00:08:48,524 --> 00:08:49,664 the patient preparedness, 249 00:08:50,360 --> 00:08:51,980 if a patient is better prepared, 250 00:08:52,679 --> 00:08:54,360 if the staff has actually been able to 251 00:08:54,360 --> 00:08:55,579 engage them appropriately, 252 00:08:55,879 --> 00:08:57,720 then they're more likely to show up. Because 253 00:08:57,720 --> 00:09:00,039 if they if the patient hasn't opened their 254 00:09:00,039 --> 00:09:00,539 instructions 255 00:09:01,079 --> 00:09:03,399 or if they haven't confirmed their appointment or 256 00:09:03,399 --> 00:09:06,334 if they miss those calls to confirm information 257 00:09:06,794 --> 00:09:07,294 or, 258 00:09:08,154 --> 00:09:09,534 do the pre op checklist. 259 00:09:10,954 --> 00:09:13,195 Those are those are clear signals. And if 260 00:09:13,195 --> 00:09:15,214 we could automate those processes 261 00:09:15,995 --> 00:09:18,334 so that instead of passive communication 262 00:09:18,634 --> 00:09:21,240 of nudges and, you know, one way text 263 00:09:21,480 --> 00:09:23,639 communication, if we could have an interactive workflow 264 00:09:23,639 --> 00:09:26,379 that takes some of the burden off of 265 00:09:26,600 --> 00:09:29,399 the nursing staff to do those sort of 266 00:09:29,399 --> 00:09:30,299 paper tasks, 267 00:09:30,759 --> 00:09:33,399 then it allows the nursing staff to have 268 00:09:33,399 --> 00:09:33,899 that, 269 00:09:34,919 --> 00:09:38,115 you know, have the information surfaced early on 270 00:09:38,495 --> 00:09:41,075 so that they can abate whatever confusion. 271 00:09:41,535 --> 00:09:43,774 Or they can alert to, hey. This person 272 00:09:43,774 --> 00:09:46,014 hasn't done all the tasks that they need 273 00:09:46,014 --> 00:09:48,495 to do. Let's address it, or let's go 274 00:09:48,495 --> 00:09:51,055 ahead and get that appointment rescheduled so we 275 00:09:51,055 --> 00:09:53,370 can fill this spot with someone else. So 276 00:09:53,370 --> 00:09:56,590 if we can intervene earlier on by using 277 00:09:56,970 --> 00:10:00,889 those interactive workflows with with actionable data from 278 00:10:00,889 --> 00:10:04,090 them, then it's gonna help reduce cancellations because 279 00:10:04,090 --> 00:10:06,009 you're catching the things earlier and able to 280 00:10:06,009 --> 00:10:07,215 either adjust 281 00:10:07,774 --> 00:10:10,115 and change what needs to be changed or 282 00:10:10,575 --> 00:10:12,495 fill in someone else so that that the 283 00:10:12,495 --> 00:10:13,555 process can continue. 284 00:10:14,335 --> 00:10:15,934 Linda, I feel like that's where we're we're 285 00:10:15,934 --> 00:10:17,555 coming back to the software. Right? 286 00:10:17,934 --> 00:10:20,274 Those workflows. What are some of those pieces, 287 00:10:20,690 --> 00:10:22,529 in place for you personally that you think 288 00:10:22,529 --> 00:10:23,889 will will make it a little bit easier 289 00:10:23,889 --> 00:10:26,210 to to predict, right, to optimize this when 290 00:10:26,210 --> 00:10:27,190 it comes to cancellations? 291 00:10:28,129 --> 00:10:30,450 Well, it it is all about communication and 292 00:10:30,450 --> 00:10:31,429 it's about being, 293 00:10:31,809 --> 00:10:32,309 easily 294 00:10:32,714 --> 00:10:34,794 accessed with communication. You know, the younger the 295 00:10:34,794 --> 00:10:35,934 staff the patients 296 00:10:36,475 --> 00:10:38,154 are, most likely they're working, they're like the 297 00:10:38,154 --> 00:10:39,934 rest of us. We're work you know, workaholics 298 00:10:39,995 --> 00:10:41,995 working twelve hours a day. We don't don't 299 00:10:41,995 --> 00:10:44,794 necessarily answer our phones, when we're at work. 300 00:10:44,794 --> 00:10:47,194 So text messages the evolution of text messages 301 00:10:47,194 --> 00:10:48,095 in health care, 302 00:10:48,790 --> 00:10:50,649 has been super, super helpful. 303 00:10:51,190 --> 00:10:53,269 Some of the softwares have limitations where it's 304 00:10:53,269 --> 00:10:55,509 one way text. We but to be able 305 00:10:55,509 --> 00:10:57,750 for the patient to communicate the minute that 306 00:10:57,750 --> 00:10:59,670 they know something is going on back and 307 00:10:59,670 --> 00:11:00,970 forth, which is where Subflo 308 00:11:01,424 --> 00:11:02,945 really does bring a lot to the table 309 00:11:02,945 --> 00:11:05,125 here. So we can address those things right 310 00:11:05,264 --> 00:11:06,325 right up front. 311 00:11:06,705 --> 00:11:09,264 And then the patient, you know, patients need 312 00:11:09,264 --> 00:11:11,024 to get ahold of you easily. They wanna 313 00:11:11,024 --> 00:11:12,625 make one phone call. They wanna talk to 314 00:11:12,625 --> 00:11:13,284 one person. 315 00:11:13,585 --> 00:11:15,340 They don't want, you know, to be run 316 00:11:15,340 --> 00:11:17,200 through a phone tree somewhere 317 00:11:17,580 --> 00:11:19,679 to whoever you're gonna talk to. So and 318 00:11:20,139 --> 00:11:22,540 and amazingly, the I equate that to the 319 00:11:22,540 --> 00:11:24,220 younger patient, but you know what? Some of 320 00:11:24,220 --> 00:11:26,860 those older patients, they're pretty busy too. A 321 00:11:26,860 --> 00:11:28,220 lot of them you know, I come from 322 00:11:28,220 --> 00:11:30,059 Florida, so they're out there and playing golf 323 00:11:30,059 --> 00:11:31,925 all day. We're not gonna interfere their golf 324 00:11:31,925 --> 00:11:32,165 days, 325 00:11:33,045 --> 00:11:34,745 but they will look at their text messages. 326 00:11:35,685 --> 00:11:36,185 So, 327 00:11:36,565 --> 00:11:40,085 yes, that communication tool is brilliant, and it's 328 00:11:40,085 --> 00:11:41,945 not about, you know, just 329 00:11:42,559 --> 00:11:45,139 for patient satisfaction and patient experience. 330 00:11:45,440 --> 00:11:47,839 If they need to reschedule, make let's do 331 00:11:47,839 --> 00:11:50,179 that, you know, sooner than later, 332 00:11:50,639 --> 00:11:52,240 and just keep you on the schedule. That's 333 00:11:52,240 --> 00:11:54,000 the another important part of it. It's not 334 00:11:54,000 --> 00:11:55,919 just cancellations. Is are we gonna be able 335 00:11:55,919 --> 00:11:56,820 to keep that patient, 336 00:11:57,279 --> 00:11:58,179 moving forward? 337 00:11:59,415 --> 00:12:01,975 It's really shifting from a reactive state to 338 00:12:01,975 --> 00:12:03,674 a proactive state for organizations. 339 00:12:03,975 --> 00:12:06,315 Right? Being able to be proactive in communication 340 00:12:06,375 --> 00:12:08,615 with folks, and, you're right. There is an 341 00:12:08,615 --> 00:12:10,620 older generation that's very digitally savvy. 342 00:12:11,100 --> 00:12:12,860 Right. They are they are willing to take 343 00:12:12,860 --> 00:12:15,179 that step which is really, really key. Linda, 344 00:12:15,179 --> 00:12:16,539 I'd love to stay with you on this 345 00:12:16,539 --> 00:12:18,220 next question because, again, you've mentioned you've you've 346 00:12:18,220 --> 00:12:20,220 worked with so many different softwares, you've worked 347 00:12:20,220 --> 00:12:22,220 with so many different pieces in this, 348 00:12:22,620 --> 00:12:23,120 space. 349 00:12:23,945 --> 00:12:27,705 There is a conversation around technology fatigue. Right? 350 00:12:27,705 --> 00:12:29,945 There's so many options. You can go here. 351 00:12:29,945 --> 00:12:31,325 You can go there. Vendors, 352 00:12:32,024 --> 00:12:34,585 solutions. Right? It warrants the question, how do 353 00:12:34,585 --> 00:12:36,024 I decide? How do I make the right 354 00:12:36,024 --> 00:12:37,245 decision for our organization? 355 00:12:38,100 --> 00:12:41,220 When leaders are evaluating these new tools, what 356 00:12:41,220 --> 00:12:42,360 helps them make 357 00:12:43,059 --> 00:12:44,679 clear and confident choices 358 00:12:45,059 --> 00:12:47,940 instead of being pulled into this space of, 359 00:12:47,940 --> 00:12:49,399 like, I don't know what to do? 360 00:12:50,294 --> 00:12:52,294 You know, this is something I think about 361 00:12:52,294 --> 00:12:54,615 and deal with every single day because I 362 00:12:54,615 --> 00:12:56,934 do want to stay cutting edge. I want 363 00:12:56,934 --> 00:12:59,355 to have the best technology at my fingertips, 364 00:12:59,414 --> 00:13:01,174 and I want technologies that I can roll 365 00:13:01,174 --> 00:13:03,420 in that are not, you know, high maintenance 366 00:13:03,639 --> 00:13:05,800 or, you know, just gonna take all my 367 00:13:05,800 --> 00:13:08,279 workforce to get something moved from one one 368 00:13:08,279 --> 00:13:09,259 thing to another. 369 00:13:09,879 --> 00:13:11,480 So, you know, for years, it didn't have 370 00:13:11,480 --> 00:13:13,080 to worry about it because surgery centers weren't 371 00:13:13,080 --> 00:13:14,840 on anybody's radar. They weren't going to make 372 00:13:14,840 --> 00:13:17,524 anything special for surgery centers. We went out 373 00:13:17,524 --> 00:13:19,924 looking. I mean, for I've been going to 374 00:13:19,924 --> 00:13:22,105 Aska, you know, for twenty five years 375 00:13:22,644 --> 00:13:24,745 looking at the technology that's there, 376 00:13:25,125 --> 00:13:27,284 every year. Now, you know, there's a 100 377 00:13:27,284 --> 00:13:28,105 different technologies, 378 00:13:29,125 --> 00:13:31,909 there. So I do, you know, word-of-mouth, 379 00:13:32,450 --> 00:13:34,370 you you get people's opinions. You know, there's 380 00:13:34,370 --> 00:13:36,769 a small network of and even on AskIt 381 00:13:36,769 --> 00:13:38,929 themselves, they have ways that you can, ask 382 00:13:38,929 --> 00:13:41,809 questions, who's using this, who's using that. Because, 383 00:13:41,809 --> 00:13:43,490 you know, you talk to vendors that'll have 384 00:13:43,490 --> 00:13:46,389 the the best idea in the world, but 385 00:13:46,985 --> 00:13:49,325 they've never been in the clinical space before. 386 00:13:49,384 --> 00:13:50,904 And now they're trying to figure out how 387 00:13:50,904 --> 00:13:52,745 to make their technology fit in the clinical 388 00:13:52,745 --> 00:13:54,904 space. And, you know, and, you know, the 389 00:13:54,985 --> 00:13:56,045 I try to give, 390 00:13:56,504 --> 00:13:57,165 those vendors, 391 00:13:58,105 --> 00:14:00,370 you know, some suggestions, like, have you talked 392 00:14:00,370 --> 00:14:01,970 to the bigger people out there? Maybe there's 393 00:14:01,970 --> 00:14:03,730 something you can bring to the table because 394 00:14:03,730 --> 00:14:05,409 you know someone are gonna wanna buy you, 395 00:14:05,409 --> 00:14:06,789 you know, when you get there. 396 00:14:07,169 --> 00:14:08,789 But we, as leaders, 397 00:14:09,409 --> 00:14:10,149 the more 398 00:14:10,610 --> 00:14:12,870 companies that we deal with, the more vendors, 399 00:14:13,514 --> 00:14:15,514 the more difficult it gets. I mean, when 400 00:14:15,514 --> 00:14:18,555 you enroll an employee when you, you know, 401 00:14:18,555 --> 00:14:19,695 day one orientation, 402 00:14:20,075 --> 00:14:21,915 and here's our IT list of all the 403 00:14:21,915 --> 00:14:22,955 things that you have to be a part 404 00:14:22,955 --> 00:14:24,634 of, and there's 30 things on there that 405 00:14:24,634 --> 00:14:26,254 you're gonna have 30 different logins. 406 00:14:27,195 --> 00:14:27,695 That's 407 00:14:28,200 --> 00:14:30,600 getting a little over the top, on here. 408 00:14:30,600 --> 00:14:33,259 So trying to get our everybody 409 00:14:33,800 --> 00:14:36,120 has great ideas. I mean, in the perfect 410 00:14:36,120 --> 00:14:37,720 world, the best of the best will get 411 00:14:37,720 --> 00:14:39,420 together and make the best product 412 00:14:39,879 --> 00:14:40,379 possible. 413 00:14:41,065 --> 00:14:42,665 When I had more time, I would sit 414 00:14:42,665 --> 00:14:44,185 and listen to all of them. I would 415 00:14:44,185 --> 00:14:45,144 I would click in, 416 00:14:45,865 --> 00:14:47,945 a meeting with every single one of them. 417 00:14:47,945 --> 00:14:49,965 Tell me what you've got. Now 418 00:14:50,745 --> 00:14:52,605 I just do not have the time, 419 00:14:53,220 --> 00:14:56,019 and it is just extremely frustrating. But every 420 00:14:56,019 --> 00:14:57,779 time I say no, then there's a little 421 00:14:57,779 --> 00:14:59,139 voice in the back of my head saying, 422 00:14:59,139 --> 00:15:00,740 you just let the best technology in the 423 00:15:00,740 --> 00:15:03,079 world walk right by you, Linda. So we're 424 00:15:04,100 --> 00:15:05,559 so there needs to be 425 00:15:06,100 --> 00:15:07,299 a vetting process. 426 00:15:08,355 --> 00:15:10,995 You know, I I make the decisions very 427 00:15:10,995 --> 00:15:13,254 carefully, and I get my whole team involved 428 00:15:13,394 --> 00:15:15,334 if I'm gonna use a different technology, 429 00:15:15,954 --> 00:15:17,735 out there and get everybody's perspective, 430 00:15:18,674 --> 00:15:20,195 on it. So I do think it is 431 00:15:20,195 --> 00:15:21,950 a team effort. Everybody has to have buy 432 00:15:21,950 --> 00:15:23,169 in when you're gonna whatever 433 00:15:23,629 --> 00:15:24,929 it is that you're doing. 434 00:15:25,389 --> 00:15:26,990 But, yes, every time I get one of 435 00:15:26,990 --> 00:15:28,129 those calls, it's like, 436 00:15:28,909 --> 00:15:29,970 here we go again. 437 00:15:31,309 --> 00:15:32,909 It it is tough. It is tough. But 438 00:15:32,909 --> 00:15:34,350 I think, again, what you've mentioned, we hear 439 00:15:34,350 --> 00:15:36,425 that at Becker's, quite frequently as well as 440 00:15:36,425 --> 00:15:39,065 that clinical experience is so critical for companies 441 00:15:39,065 --> 00:15:41,945 to be able to to work with folks 442 00:15:41,945 --> 00:15:43,865 in the health care space. Audra, I imagine 443 00:15:43,865 --> 00:15:45,865 you have similar thoughts on this too. You 444 00:15:45,945 --> 00:15:47,819 you're probably inundated with similar 445 00:15:48,360 --> 00:15:48,860 requests. 446 00:15:49,319 --> 00:15:49,819 Yeah. 447 00:15:50,360 --> 00:15:52,360 What's your take on on how leaders can 448 00:15:52,360 --> 00:15:54,199 really evaluate and make the right decisions when 449 00:15:54,199 --> 00:15:55,579 it comes to all of these technologies? 450 00:15:56,440 --> 00:15:59,000 Yeah. I think it's that you're exactly right 451 00:15:59,000 --> 00:15:59,899 that the clinician's 452 00:16:00,345 --> 00:16:03,225 experience and the clinician understanding and buy in 453 00:16:03,225 --> 00:16:04,764 is such a big piece of this. 454 00:16:05,065 --> 00:16:05,725 I think, 455 00:16:06,424 --> 00:16:08,845 like Linda said, word-of-mouth and understanding 456 00:16:09,304 --> 00:16:10,904 who do you respect and what do they 457 00:16:10,904 --> 00:16:13,304 use. So you can see really what is 458 00:16:13,304 --> 00:16:13,804 working. 459 00:16:14,819 --> 00:16:16,039 But I think overall, 460 00:16:16,579 --> 00:16:19,220 clinicians don't need just another tool. The ASCs 461 00:16:19,220 --> 00:16:21,539 don't need another another piece of technology. What 462 00:16:21,539 --> 00:16:23,459 they need is the right one that actually 463 00:16:23,459 --> 00:16:25,860 looks at what is the workflow from start 464 00:16:25,860 --> 00:16:28,664 to finish. How is this gonna impact the 465 00:16:28,664 --> 00:16:30,105 humans that are on the other side? How 466 00:16:30,105 --> 00:16:31,725 is this gonna impact the bottom line? 467 00:16:33,065 --> 00:16:33,725 Is it 468 00:16:34,105 --> 00:16:36,345 easy to implement? Do they have an implement 469 00:16:36,745 --> 00:16:39,085 implementation team that actually understands 470 00:16:39,465 --> 00:16:40,205 the workflows 471 00:16:40,539 --> 00:16:42,139 and is trying to get to understand how 472 00:16:42,139 --> 00:16:43,820 do you currently do it? Could it be 473 00:16:43,820 --> 00:16:46,139 done better? How can our technology help you 474 00:16:46,139 --> 00:16:48,220 do it better? You know, that literally is 475 00:16:48,220 --> 00:16:50,460 my whole job now. And, part of what 476 00:16:50,460 --> 00:16:51,820 I love it, I've I've been a part 477 00:16:51,820 --> 00:16:55,154 of, you know, quality improvement committees and efficiency 478 00:16:55,215 --> 00:16:56,995 committees at these large organizations. 479 00:16:57,774 --> 00:16:58,014 And, 480 00:16:58,735 --> 00:17:00,514 if you don't actually try to understand 481 00:17:01,054 --> 00:17:03,054 what is our current workflow and what is 482 00:17:03,054 --> 00:17:05,295 our ideal workflow and what does it take 483 00:17:05,295 --> 00:17:07,490 to get, you know, to bridge that gap, 484 00:17:07,950 --> 00:17:10,750 then the piece of technology isn't any good 485 00:17:10,750 --> 00:17:13,309 if the workflow underneath it is completely broken. 486 00:17:13,309 --> 00:17:13,809 So 487 00:17:14,269 --> 00:17:15,809 as long as the the 488 00:17:16,190 --> 00:17:17,170 people are understanding 489 00:17:17,710 --> 00:17:19,934 the workflow, how to make it better, and 490 00:17:19,934 --> 00:17:22,494 can help your team implement it. I I 491 00:17:22,494 --> 00:17:24,974 laugh frequently that I work at a technology 492 00:17:24,974 --> 00:17:26,575 company because I am the least tech savvy 493 00:17:26,575 --> 00:17:29,554 person, but that's possibly the most helpful thing 494 00:17:29,855 --> 00:17:31,534 for our clients is if I can do 495 00:17:31,534 --> 00:17:34,279 it, anyone can do it. And so trying 496 00:17:34,279 --> 00:17:35,019 to understand, 497 00:17:36,039 --> 00:17:37,799 how is it gonna affect the humans on 498 00:17:37,799 --> 00:17:38,619 the other side, 499 00:17:39,160 --> 00:17:40,460 and actually improve 500 00:17:40,839 --> 00:17:42,039 their lives, I think, 501 00:17:42,679 --> 00:17:44,359 you test it with them and they say 502 00:17:44,359 --> 00:17:46,519 yes, then you're a year ago. Because there's 503 00:17:46,519 --> 00:17:48,964 also so many technologies that as a clinician, 504 00:17:49,505 --> 00:17:51,664 our our higher ups bought and spent all 505 00:17:51,664 --> 00:17:52,884 this money on, and then 506 00:17:53,505 --> 00:17:55,505 it was either too complicated or didn't do 507 00:17:55,505 --> 00:17:57,025 what it was supposed to do. And so 508 00:17:57,025 --> 00:17:59,265 we never used it. And then it's just 509 00:17:59,265 --> 00:18:01,184 a whole bunch of wasted time and energy 510 00:18:01,184 --> 00:18:03,845 and effort and and meetings after meetings. So 511 00:18:04,059 --> 00:18:05,420 those are kind of the big points for 512 00:18:05,420 --> 00:18:05,920 me. 513 00:18:06,299 --> 00:18:07,820 Well, and it comes back to what Linda 514 00:18:07,820 --> 00:18:10,059 was saying earlier too. When when we are 515 00:18:10,059 --> 00:18:12,880 evaluating, that's really the critical word is evaluating. 516 00:18:12,940 --> 00:18:15,180 Right? Work what do the workflows actually look 517 00:18:15,180 --> 00:18:17,820 like? Where does technology fit in? But actually 518 00:18:17,820 --> 00:18:20,315 doing the job of evaluating these tools, evaluating 519 00:18:20,315 --> 00:18:23,375 what helps organizations is so critical in determining 520 00:18:23,434 --> 00:18:25,674 what are the differentiators and the difference makers 521 00:18:25,674 --> 00:18:28,095 that can actually make a difference for organizations, 522 00:18:28,154 --> 00:18:30,234 which is so key. I I wanna spend 523 00:18:30,234 --> 00:18:31,674 a little bit of time looking ahead to 524 00:18:31,674 --> 00:18:33,535 next year and and possibly beyond 525 00:18:33,994 --> 00:18:35,700 looking ahead to the future a little bit. 526 00:18:36,179 --> 00:18:39,139 What's one thing AC leaders should prioritize in 527 00:18:39,139 --> 00:18:42,179 the next year to support both efficiency and 528 00:18:42,179 --> 00:18:43,559 also financial sustainability? 529 00:18:44,179 --> 00:18:45,940 And what sort of the first step they 530 00:18:45,940 --> 00:18:47,460 can take right now to be able to 531 00:18:47,460 --> 00:18:48,980 be prepared for 2026 532 00:18:48,980 --> 00:18:51,240 and beyond? Linda, we'll we'll start with you. 533 00:18:51,539 --> 00:18:52,845 I I think you need you need to 534 00:18:52,845 --> 00:18:55,265 do a quick assessment of what all technology 535 00:18:55,325 --> 00:18:57,025 you have currently. Reevaluate 536 00:18:57,404 --> 00:18:59,345 at this point. If it's not 537 00:18:59,724 --> 00:19:02,924 a a technology that is positions itself to 538 00:19:02,924 --> 00:19:05,085 move forward, then you might need to, you 539 00:19:05,085 --> 00:19:06,464 know, look somewhere else. 540 00:19:07,009 --> 00:19:08,549 And and that's really hard, 541 00:19:08,929 --> 00:19:09,589 to do. 542 00:19:09,970 --> 00:19:13,649 Really, really hard. So and, you know, surgery 543 00:19:13,649 --> 00:19:14,149 centers 544 00:19:15,009 --> 00:19:17,009 are the heartbeat of my life. You know? 545 00:19:17,009 --> 00:19:19,730 I've watched so much good and so much 546 00:19:19,730 --> 00:19:21,654 bad. I probably seen more bad than I 547 00:19:21,654 --> 00:19:23,115 have good in some of the situations, 548 00:19:23,815 --> 00:19:25,335 that I've been in, and I don't want 549 00:19:25,335 --> 00:19:27,654 anybody to go down that road, number one. 550 00:19:27,654 --> 00:19:31,015 Number two, I'm, you know, I'm very, involved 551 00:19:31,015 --> 00:19:32,455 in rural health care now that I live 552 00:19:32,455 --> 00:19:35,355 in Wyoming, and I'm watching these centers struggle. 553 00:19:35,970 --> 00:19:36,470 They're 554 00:19:36,849 --> 00:19:39,490 sparsely populated. The states are. The surgery centers 555 00:19:39,490 --> 00:19:42,849 are small. They're they have completely different needs 556 00:19:42,849 --> 00:19:45,349 than surgery centers that are in urban areas. 557 00:19:46,049 --> 00:19:47,970 We're not gonna have as many it's we're 558 00:19:47,970 --> 00:19:49,809 just it's just smaller. And your case mix 559 00:19:50,144 --> 00:19:52,244 you know, the higher your in your, Medicare 560 00:19:52,424 --> 00:19:54,404 or government payer is 561 00:19:55,025 --> 00:19:56,945 and the lower your volume, you put that 562 00:19:56,945 --> 00:19:57,445 together, 563 00:19:57,904 --> 00:20:00,644 high government mix, low volume altogether, 564 00:20:01,025 --> 00:20:02,964 it can be a recipe for disaster. 565 00:20:03,529 --> 00:20:05,609 So there are ways to manage all of 566 00:20:05,609 --> 00:20:07,230 that. So I think I would encourage 567 00:20:08,089 --> 00:20:10,250 smaller surgery centers to look for companies like 568 00:20:10,250 --> 00:20:12,569 mine or somebody out there that has that 569 00:20:12,569 --> 00:20:13,869 has the expertise 570 00:20:14,329 --> 00:20:16,190 to help guide you through the decisions, 571 00:20:17,355 --> 00:20:19,674 for business development. Because there you have to 572 00:20:19,674 --> 00:20:20,734 be very specific, 573 00:20:21,515 --> 00:20:23,855 for it. So your technology better be there. 574 00:20:23,994 --> 00:20:25,835 Do you have the resources that you need? 575 00:20:25,835 --> 00:20:27,835 Do you need to partner? I don't think 576 00:20:27,835 --> 00:20:30,714 everybody needs to, you know, be bought up 577 00:20:30,714 --> 00:20:32,950 by all these big management companies out there. 578 00:20:32,950 --> 00:20:34,950 That's why, you know, our company is a 579 00:20:34,950 --> 00:20:36,950 little bit different. We don't buy you. We 580 00:20:36,950 --> 00:20:39,029 just tell you how to be successful and 581 00:20:39,029 --> 00:20:41,269 walk with you through that success on it. 582 00:20:41,269 --> 00:20:42,869 And I think that's a much better of 583 00:20:42,869 --> 00:20:44,329 all since I've evaluated 584 00:20:44,869 --> 00:20:47,049 every management company out there. 585 00:20:48,605 --> 00:20:50,125 For me sitting in my chair as a 586 00:20:50,125 --> 00:20:52,284 leader, if I had somebody that just helped 587 00:20:52,284 --> 00:20:53,345 me with the resources, 588 00:20:53,804 --> 00:20:56,365 it would have just been monumental for there. 589 00:20:56,365 --> 00:20:58,204 So make sure you got the support. Make 590 00:20:58,204 --> 00:20:59,345 sure you have the technologies, 591 00:21:00,125 --> 00:21:01,024 moving forward. 592 00:21:01,599 --> 00:21:03,599 That starts with evaluating and then, again, finding 593 00:21:03,599 --> 00:21:05,839 the right partner like you've said. Audra, same 594 00:21:05,839 --> 00:21:07,619 question for you. What's one thing, 595 00:21:08,000 --> 00:21:10,000 leaders should prioritize, and and what are some 596 00:21:10,000 --> 00:21:11,440 of the steps that that they should take 597 00:21:11,440 --> 00:21:12,099 right now? 598 00:21:12,639 --> 00:21:13,460 Yeah. I think 599 00:21:13,954 --> 00:21:14,855 just simplify. 600 00:21:15,394 --> 00:21:18,115 I think so often we keep adding on 601 00:21:18,115 --> 00:21:19,095 these add ons 602 00:21:19,555 --> 00:21:21,634 and then you have all these operational, you 603 00:21:21,634 --> 00:21:22,454 know, inefficiencies 604 00:21:22,914 --> 00:21:26,035 where it it the patient bounces back and 605 00:21:26,035 --> 00:21:28,755 forth between people 18 different times just to 606 00:21:28,755 --> 00:21:29,730 get to pre op. 607 00:21:30,210 --> 00:21:31,589 So if we could 608 00:21:31,890 --> 00:21:32,390 pause 609 00:21:33,089 --> 00:21:35,269 and map the end to end workflow 610 00:21:35,650 --> 00:21:38,789 and let's address one piece or let's address 611 00:21:39,009 --> 00:21:41,029 one workflow through the whole journey 612 00:21:41,490 --> 00:21:44,210 to to simplify that it keeps the patient 613 00:21:44,210 --> 00:21:46,355 on track has fewer, you know, 614 00:21:47,375 --> 00:21:47,875 extra 615 00:21:48,174 --> 00:21:48,674 things. 616 00:21:49,134 --> 00:21:52,275 It lets the staff get back to being 617 00:21:52,654 --> 00:21:54,414 the clinician in front of the patient and 618 00:21:54,414 --> 00:21:56,734 use their brains like they want to operate 619 00:21:56,734 --> 00:21:58,115 at the top of their license 620 00:21:58,519 --> 00:22:00,519 because you've taken off the burden of some 621 00:22:00,519 --> 00:22:01,179 of those, 622 00:22:02,200 --> 00:22:05,319 paper processes or repetitive tasks. You know? See 623 00:22:05,319 --> 00:22:07,000 what are the manual tasks? What are the 624 00:22:07,000 --> 00:22:10,679 repetitive tasks? What actually requires clinical brain? And 625 00:22:10,679 --> 00:22:13,019 let technology do the repetitive 626 00:22:13,559 --> 00:22:15,005 tasks so that 627 00:22:15,305 --> 00:22:18,285 the clinicians can use their expertise again. 628 00:22:18,744 --> 00:22:20,585 I think that would be the biggest thing 629 00:22:20,585 --> 00:22:23,305 for me. Yeah. Topical license work is such 630 00:22:23,305 --> 00:22:25,144 an important piece to mention for for a 631 00:22:25,144 --> 00:22:26,990 lot of people. It's it's key to be 632 00:22:26,990 --> 00:22:29,470 able to prioritize care, make sure the patient 633 00:22:29,470 --> 00:22:32,669 is at the center of everything that clinicians 634 00:22:32,669 --> 00:22:34,769 are doing, which is so, so, so important. 635 00:22:34,829 --> 00:22:36,589 Well, Audra and Linda, it's it's so fantastic 636 00:22:36,589 --> 00:22:37,869 to have you both on such a great 637 00:22:37,869 --> 00:22:40,644 conversation, great insights. I wanted give the floor 638 00:22:40,644 --> 00:22:41,625 over to you here. 639 00:22:41,924 --> 00:22:44,005 Anything else we didn't touch on? Any final 640 00:22:44,005 --> 00:22:46,085 thoughts you'd like to share from our conversation 641 00:22:46,085 --> 00:22:47,865 today, Audra? We'll we'll start with you. 642 00:22:48,325 --> 00:22:50,085 Yeah. I think the the biggest thing that 643 00:22:50,085 --> 00:22:52,325 I've seen since working with Subflo Health in 644 00:22:52,325 --> 00:22:54,750 this sort of clinical success position is 645 00:22:55,549 --> 00:22:57,630 we need to get back to letting the 646 00:22:57,630 --> 00:22:58,130 staff 647 00:22:58,509 --> 00:23:00,509 interact with the right patient with the right 648 00:23:00,509 --> 00:23:01,009 information 649 00:23:01,309 --> 00:23:03,569 at the right time. And that is done 650 00:23:03,789 --> 00:23:06,690 by automating these, you know, inefficiencies, 651 00:23:07,230 --> 00:23:10,049 automating the task that can be while extracting 652 00:23:10,454 --> 00:23:14,134 actionable data. So it cannot just be technology 653 00:23:14,134 --> 00:23:16,774 go do your thing. It is technology with 654 00:23:16,774 --> 00:23:18,615 human in the loop so that the human 655 00:23:18,615 --> 00:23:20,954 in the loop can use their clinical brain. 656 00:23:21,095 --> 00:23:23,174 And that that really is my job here 657 00:23:23,174 --> 00:23:25,009 at at Sunflow Health. And what we're trying 658 00:23:25,009 --> 00:23:27,410 to do is to take off those manual 659 00:23:27,410 --> 00:23:29,109 tasks to automate those workflows 660 00:23:29,569 --> 00:23:32,450 while still extracting the actionable data of which 661 00:23:32,450 --> 00:23:35,009 patient needs to be contacted, which patient needs 662 00:23:35,009 --> 00:23:37,305 a little more hand holding, or which patient 663 00:23:37,384 --> 00:23:39,545 just let them be. Stop bothering them so 664 00:23:39,545 --> 00:23:42,025 that patients have the best experience and have 665 00:23:42,025 --> 00:23:42,924 the best outcomes 666 00:23:43,545 --> 00:23:46,445 while your clinicians and your staff are 667 00:23:46,985 --> 00:23:49,319 using, you know, top of their license, which 668 00:23:49,559 --> 00:23:51,019 only impacts, you know, 669 00:23:51,319 --> 00:23:52,859 beneficially the bottom line, 670 00:23:53,319 --> 00:23:55,500 if you're using your staff appropriately 671 00:23:56,119 --> 00:23:58,460 and having those good outcomes that help reimbursement. 672 00:23:58,919 --> 00:24:00,839 So thank you so much for having me 673 00:24:00,839 --> 00:24:02,519 on today. It's been a blast to be 674 00:24:02,519 --> 00:24:04,220 able to speak about all of these things. 675 00:24:04,444 --> 00:24:06,365 That's great to have you. Linda, anything else, 676 00:24:06,605 --> 00:24:08,765 to share here? Any final thoughts from you? 677 00:24:08,765 --> 00:24:10,845 Yeah. I think so. I completely agree with 678 00:24:10,845 --> 00:24:12,285 with Audra. We're on the same page on 679 00:24:12,285 --> 00:24:13,804 a on a lot of different things, but, 680 00:24:13,804 --> 00:24:15,724 you know, we keep talking about the patient 681 00:24:15,724 --> 00:24:18,224 experience, which, of course, is very important, 682 00:24:18,569 --> 00:24:20,569 But the patients are not gonna have the 683 00:24:20,569 --> 00:24:23,450 best experience unless your employees are having the 684 00:24:23,450 --> 00:24:24,349 best experience. 685 00:24:24,730 --> 00:24:27,609 And pulling those employees in to help be 686 00:24:27,609 --> 00:24:29,690 part, you know, when we brought Subflo in, 687 00:24:29,690 --> 00:24:31,210 you know, we started using it for our 688 00:24:31,210 --> 00:24:33,450 total joint program. We had the right people 689 00:24:33,450 --> 00:24:34,509 there. We were working 690 00:24:35,345 --> 00:24:37,924 close, and and I have to give Subflo 691 00:24:37,984 --> 00:24:39,924 some major kudos here because 692 00:24:40,384 --> 00:24:42,625 they were such a pleasure. You can tell 693 00:24:42,625 --> 00:24:45,184 that their people are first that work there 694 00:24:45,184 --> 00:24:46,805 because they were such a pleasure, 695 00:24:47,160 --> 00:24:49,480 reactive, engaged. How can we fix that? Let's 696 00:24:49,480 --> 00:24:51,580 fix it. It wasn't a six month decision, 697 00:24:51,640 --> 00:24:53,160 you know, to get something working. So we 698 00:24:53,160 --> 00:24:55,720 got it rolled in pretty smoothly. And because 699 00:24:55,720 --> 00:24:58,299 our and our employees were excited about it. 700 00:24:58,680 --> 00:25:01,295 They were looking for this tool. So once 701 00:25:01,295 --> 00:25:02,894 they became excited about it and then it 702 00:25:02,894 --> 00:25:04,575 gets passed on to the patients, so when 703 00:25:04,575 --> 00:25:06,174 we rolled it out for our total joint 704 00:25:06,174 --> 00:25:08,974 program, it was hugely successful because we put 705 00:25:08,974 --> 00:25:10,515 the the time in, 706 00:25:10,894 --> 00:25:12,835 for both of them. So, yes, 707 00:25:13,150 --> 00:25:15,069 a matter of you know, I I have 708 00:25:15,069 --> 00:25:16,670 actually changed in my, 709 00:25:17,150 --> 00:25:18,049 mission statements. 710 00:25:18,990 --> 00:25:20,710 Now wherever I go, if I'm having write 711 00:25:20,710 --> 00:25:23,630 a mission statement, I actually took patient first 712 00:25:23,630 --> 00:25:24,130 out 713 00:25:24,589 --> 00:25:26,929 because I believe that it's people first, 714 00:25:27,274 --> 00:25:28,875 and that means your employees, that means your 715 00:25:28,875 --> 00:25:29,934 vendors, that means 716 00:25:30,234 --> 00:25:32,414 everybody. If everybody can get along 717 00:25:32,954 --> 00:25:33,454 well, 718 00:25:33,914 --> 00:25:36,075 then the patients and the physicians, they just 719 00:25:36,075 --> 00:25:38,654 win the whole way, the whole way around 720 00:25:38,954 --> 00:25:41,054 for sure. So, yes, technology 721 00:25:41,619 --> 00:25:43,299 is gonna make us more efficient. I believe 722 00:25:43,299 --> 00:25:45,720 it's gonna make my our employees happier, 723 00:25:46,339 --> 00:25:48,519 and happy employees make happy administrators. 724 00:25:49,059 --> 00:25:50,759 So that's a very good thing. 725 00:25:51,220 --> 00:25:53,619 It's a holistic approach that then leads to 726 00:25:53,700 --> 00:25:55,664 again, we talk about human in the loop. 727 00:25:55,664 --> 00:25:57,025 The human is still at the center of 728 00:25:57,025 --> 00:25:58,785 everything. The people are at the center of 729 00:25:58,785 --> 00:26:00,565 everything, which is so, so key. 730 00:26:00,865 --> 00:26:02,865 Audra and Linda, thanks again for being here 731 00:26:02,865 --> 00:26:04,384 and for your time and insights today. It's 732 00:26:04,384 --> 00:26:06,144 great to have you both. Thank you. It 733 00:26:06,144 --> 00:26:06,964 was a pleasure. 734 00:26:07,359 --> 00:26:08,880 And we also want to thank our podcast 735 00:26:08,880 --> 00:26:10,799 sponsor, Subflo Health. You can tune into more 736 00:26:10,799 --> 00:26:13,359 podcasts from Becker's Healthcare by visiting our podcast 737 00:26:13,359 --> 00:26:16,179 page at beckershospitalreview.com.