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Hey there, dental professionals and industry enthusiasts.

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Picture this. It's October, and you're in the

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middle of one of the most transformative

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experiences of your career. You're at the Becker's

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Fall Future of Dentistry Roundtable in the vibrant

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city of Chicago, fresh off an incredible 3

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days at the Hyatt Regency. Imagine yourself inspired

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and invigorated after attending captivating keynote sessions by

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none other than the legendary boxing world champion

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and CEO, Lila Elite, and the extraordinary professional

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player, Caitlin Clark. See yourself engaged in lively

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discussions, exchanging ideas, and collecting a stack of

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business cards from fellow dental experts and potential

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partners. You've networked with over 350

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attendees and learned from more than 80 speakers

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who are at the forefront of dental innovation.

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You sat in on educational

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sessions exploring topics that elevate dental care as

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a critical element of whole person health. You've

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witnessed firsthand how digital technology is revolutionizing

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patient outcomes

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and how both large DSOs and independent practices

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are flourishing.

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Get ready to transform your career and don't

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miss out on this incredible opportunity. The Becker's

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fall future of dentistry roundtable is from October

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30th to November 1, 2024.

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Get registered by going to beckersdental.com

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and clicking on the events page. Hello. This

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is Arianna Portallatin with the Becker's Dental and

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DSO Review podcast.

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I'm thrilled to be joined today by Brian

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Hamilton, the chief development officer at Allied OMS.

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Brian, thank you so much for being here

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today. Thanks for having me. Yeah. To start

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us off, can you introduce yourself and tell

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us a little bit about your background?

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Sure.

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So, yeah, my name is Brian Hamilton.

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I'm the managing director

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at Dune Glass Capital. I'm chairman of the

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board at phase 1 Equity,

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in orthodontic

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and pediatric dentistry,

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platform. And I'm also the chief development officer

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at Allied OMS, which is an oral and

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maxillofacial

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platform.

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At Ewinglass Capital, every team member

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has doctors

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and nurses in their family. And, you know,

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candidly, we felt like the current private equity

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models just weren't transparent or fair to doctors,

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and that's actually why we came together and

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started Allied in phase 1.

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Great. Thank you for that. And what are

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some of the biggest issues that you're following

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in the dental industry right now?

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Yeah. Good good question.

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I'm sure

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many of your listeners have read a number

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of the articles that you guys have and,

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you know, some of the issues, because, of

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course, I'm reading them, that you guys have

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covered include everything from doctor recruitment,

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employee turnover,

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wage inflation.

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With all that said,

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honestly, one of the biggest issues

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or concerns that I'm following

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is this inaccurate picture that's being painted about

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private equity and healthcare by the media.

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Look, there's some regulators

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or so called experts that I think mistakenly

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extend to the ill effects

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of investment that's occurred in hospitals and health

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systems or even in payers, which is definitely

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different than the model of investment and partnership

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at the practice level that certainly we believe

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in at DynGlass, and I think a lot

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of our

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a lot of the other folks out there

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in this space are are utilizing today.

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Okay.

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How would you say this, sort of negative

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depiction of private equity got started?

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Well, I think, you know, there's been a

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lot of

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challenges with some of the investors and candidly

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with,

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just operators in general, whether that's doctors, whether

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that's private investors,

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professional managers.

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And I think a lot of that has

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come out and played negatively in the media.

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And that's a very different model

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certainly that we use at DuneGlass, really more

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of a partnership model where the doctor stays

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in control.

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And so I think it's being negatively depicted

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and unfortunately probably having some

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negative effects, in the the DSO space.

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Yeah. I could imagine that some dentists,

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might be more cautious or hesitant to join

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an organization such as Allied OMS or Dune

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Glass, just based on, you know, if they're

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familiar with,

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these negative depictions?

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Yeah. I think that, you know, what what

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folks read as well as

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the folks that they know that may have

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partnered with different people,

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either within dentistry or in any other medical

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specialties is is gonna give them a perspective.

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And so, you know, generally speaking, what I

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always

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talk to folks about is, you know, talk

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to some of our doctors,

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understand, you know, what their life looks like

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now. You know, have there been improvements?

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What's different? What's the same?

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And see if it's something that that makes

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sense to them more long term.

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Yeah. Definitely. That makes sense.

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Moving on to our next question here. What

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are you most excited about when it comes

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to dentistry right now, and what makes you

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nervous?

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Yeah.

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Another good question. So I think, you know,

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kind of to build on what I was

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saying earlier is I think one of the

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things that excites me the most

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is that I know that our partnership model

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works. It's proven, right?

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It's best for doctors. It doesn't replace private

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practice.

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They remain in control of their destiny and

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it honestly, it provides the best

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access and care to patients, which I think

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is evidenced by

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some of the recent growth stories that have

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come out about Allied OMS and just its

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continued interest from investors.

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And and that's exactly what we're replicating at

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phase one equity.

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Okay. Is there anything that makes you nervous

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right now about the dental industry?

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You know, I think that some of the

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other concerns that folks have had,

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you know, in regards to wage inflation

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or in regards to

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I think I think it's it's challenging to

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find

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employees.

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Everyone from maybe the folks that you might

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hire early on in their career to later

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in their career and that includes doctors.

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And so I think that being able to

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make sure that

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we are out there and making investments

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in the recruiting space is really, important for

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us to make sure that we have a

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very

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successful business into the long term.

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Okay. Yeah. Could you go into a little

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bit more detail about the strategies Allied is

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using as far as recruiting more staff members?

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Yeah. Absolutely.

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We've recently hired and continue to hire folks,

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in the recruitment side of, human resources.

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Whether it's whether it's doing,

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doctor recruiting dinners,

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whether it's utilizing

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innovative tools to help us with hiring and

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how to make that more effective.

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I think one of the challenges

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that a number of groups could have

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is that,

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at least for us,

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every practice maintains

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its branding.

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And so as you can imagine, it's a

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little bit more challenging to say, well, how

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does this practice,

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what is its culture versus the culture of

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one that might be in a state over?

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And so being able to make sure that

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we can effectively

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communicate those things,

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engage our doctors and our employees at each

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practice

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to help and assist across the hiring

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spectrum, I think that's what's really allowed us

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to grow and find the right people for

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our continued success.

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Okay.

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And what will the most effective healthcare leaders

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need to be successful in the next 2

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to 3 years?

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You know, I think there's

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2 things.

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I think that you need a belief that

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the investment in the partnerships,

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is good for patients, staff, doctors, and candidly

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the US healthcare industry.

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As long as leaders ensure that clinical autonomy

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and patient care remains in the hands of

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doctors and their teams.

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And I think maybe lastly, just the commitment,

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the values and expertise to build platforms to

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provide

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robust business and operational support

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that that honestly, that just protects the doctor

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centric model and ability to optimize value at

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each practice.

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Well, thank you for joining us today, Brian.

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It's been a pleasure speaking with you, and

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I look forward to connecting with you again

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in the future. Great. Thanks for having me.