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Hello. This is Arianna Portelatten with the Becker's

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Dental and DSO Review podcast. I'm thrilled to

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be joined today by Phil Cassis, the cofounder

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and CEO at Providence Dental Partners,

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and doctor Jason Mann, the cofounder and chief

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dental officer at Providence Dental Partners. Phil and

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Doctor Mann, thank you so much for being

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here today. It's great to have you both.

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Thanks for having us, Ariana.

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Thank you. For having us. Yes. Definitely.

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To start us off here, I'd love to

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have you both introduce yourself and tell us

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a little bit about Providence Dental Partners as

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well. Phil, do you want to, get started

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first? Yeah. I'd be happy to start. Again,

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thank you and the Becker's healthcare team for

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inviting us on the podcast. We've, enjoyed coming

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to your events, over the last few years

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and look forward to, being back with you

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all in Chicago later this year.

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Arianna, I, grew up in the dental industry.

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My, dad is a practicing dentist still to

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this day and for, going on forty five

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years now.

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Brothers and then to Donna, sister in law's

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of dentists, I got a a bunch of

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cousins and families that are all, dentists. And

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so,

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grown up in the industry and, spent about

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twelve years with Henry Schein, and most of

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that time was spent,

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consulting and, providing guidance to dental practices all

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across the country

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to help them, run more efficient, more, profitable

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dental practices and,

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have known doctor Mann now for about eight

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years. We we've partnered on things in the

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past, and,

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you know, I'll let him introduce himself, and

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then, we'll talk a little bit more about

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how Providence Dental Partners came to be.

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Thank you, Phil.

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Yeah. And so,

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I'm Jason Mann,

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a 02/2007

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graduate of MCG in Augusta.

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After leaving dental school, I was,

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went over to Macon for about four years

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as an associate and then wanted to build

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something a little different. And so I started

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at Providence,

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Dental Spa back in 2011.

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After growing it and got into some lecturing

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with BioHorizon

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and 02/2016

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lecturing in the Southeast or with, full arch

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dentistry.

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Then really wanted to expand Providence a little

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bit more and wanted to gain further access

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of,

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dentistry and health care. And so,

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got into putting dental offices in Walmart supercenters

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in 2018,

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created the opportunity with Walmart to kick off

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Walmart Health

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back in 2018,

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and actually kinda derived out of my Macon

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practice. It was funny enough to see where

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it began.

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Then from there,

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was with Walmart until 2021,

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left them in 2021 to join another company

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called Avisis under Guardian Insurance as their

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chief clinical officer to still hold that role

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today, overseeing dental, vision, quality

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as well. And so,

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as Phil said that, you know, we've known

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each other for eight plus years,

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and the tail end of 2023, Phil and

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I created a

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partnership to really take Providence to the next

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level. And so under,

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Phil's,

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opportunity

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and

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leadership here, we are now at our ninth

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location and, you know, want to, give a

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big shout out to Phil with his,

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partnership and leadership capabilities for Providence.

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Great. Thank you both so much for those

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introductions. Doctor Mann, great to hear about your

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start in the industry, your work with Walmart,

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and your extensive background.

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Phil, definitely interesting to hear about all your

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family members in the dental industry as well.

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Super cool to to hear about.

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My first question here for you for you

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both, what are some of the biggest issues

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that you're following in the dental industry this

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year? Phil, can you, start off first?

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Yeah. So I I think, one that I

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know every,

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both private practice, group dental, DSOs are all

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challenged with are are staffing. Right? Being able

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to to go out and recruit and retain,

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good team members and practices. That's a challenge

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that,

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we continue to to see. We we've done

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very well with it, I I think,

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comparatively, but certainly a challenge to to go

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out and find those team members in,

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post COVID world to to get them committed

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to the,

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the practices. Also, there's always, always

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challenges around revenue cycle management. Right? It it's

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such a complex,

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side of the business and,

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again, just takes,

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an extensive understanding of all the different components

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that go into that to really excel at

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that.

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Outside of that, you know, doctor Mann, I

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know you, you see some different challenges being

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the the clinical leader of our business, so

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I'll I'll let you share kinda what you

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see on your side too. Oh, absolutely. No.

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Thank you, Phil.

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Yeah. Some of the things that I tend

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to see, especially with some of the, new

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dentists getting out is really around education cost,

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and and opportunities or lack thereof mentorship.

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And

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as we start seeing those individuals get out,

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that's usually the first thing that I hear

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is that their desire for mentorship and and

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maybe getting into opportunities

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where they were once promised that and not

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delivered there. And and now

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engaging with other opportunities to try to grasp

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for straws for that mentorship opportunity.

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But also,

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as they tend to kinda grow in their

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educational,

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I guess, pathway of career

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is really making sure that,

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you know, they maintain their foundational knowledge of

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where

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where they are,

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what they have grown within the educational platform,

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of dental school. Because I know I hear

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a lot of push in the surgical approach

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around implants, but, you know, as we start

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looking at it, really understanding occlusion and making

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sure that that's always reinforced throughout that pathway.

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So but that all kinda piggyback into that

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mentorship and guidance for a lot of these

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new grads.

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Great. Thank you so much for sharing that

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insight, doctor Mann. And, definitely, you know, what

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you mentioned about

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the

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need for mentorship and the educational cost, that's

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something that I hear from a lot of

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DSO executives knowing that that's a a big

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thing in the industry right now with new

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grads.

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Do you see that affecting recruitment

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for DSOs? Is that pushing more dentists toward

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DSOs right now?

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Well, I can tell you it's it's

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definitely,

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definitely an area that attracts a lot of

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new grads,

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just because of different things that, larger organizations

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can do to try to offset some of

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that cost.

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But as this cost, you know, increases,

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over the years, there's only so much that,

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you know, some of these DSO organizations can

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do or effectively can't do. So,

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can't say it doesn't play a role,

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but I definitely think there's, opportunities to be

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had,

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just to make sure that we deliver on

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that expectation of, you know, offsetting that cost,

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but also providing that mentorship throughout that process.

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Okay. Thank you for sharing those additional thoughts

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there.

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Phil, I'm gonna field this next question to

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you first. What are you most excited about

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when it comes to dentistry

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dental industry as well?

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So I'll I'll tackle the first one first.

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And doctor Mann can maybe attest to this.

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Not a whole lot makes me unnervous. We

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we have a,

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running joke internally in our company. At first,

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we panic and and then we figure out

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what to do. And so,

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there there's always gonna be things that come

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up,

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you know, issues to to solve, problems to

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solve, and and that's what we do. We,

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you know, we we,

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we find solutions to help us

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operate more efficiently and more effectively,

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as leaders. And so

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I I think that's also the exciting part

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of what's going on in the, in in

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dentistry. Dentistry has always been changing ever since

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I've been in it. And right now, there's

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so many advancements,

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both from a clinical and a business, standpoint.

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I'll speak more to the the business side

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just around some of the AI that's coming

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up, you know, that ties into the clinical,

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right, with with, different

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clinical diagnosis technologies out there helping us, provide,

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our our dentists and our providers second opinions.

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But, also, AI when it comes to marketing,

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when it comes to revenue cycle management, it's

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helping us, operate more effectively and efficiently.

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And I think it's important for us to

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always be looking, to to inside the industry,

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but outside the industry as to,

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what others might be doing to operate,

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at a better level. And so

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AI is,

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very progressive

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right now. I'm excited to see what happens

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with it here in the next, next two

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to three years. It's come a long way

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just in the last two or three years.

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I think we're gonna see it accelerate,

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even more so here over the next twelve

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months. And so really excited to see, what

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what would they do there. And then there's

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always clinical

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advancements to, know. Recently, I had the opportunity

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to share with, Becker's Healthcare some of the

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advancements that we're starting to implement at, Providence

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Dental Partners around CureDont and guided biofilm

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therapy. So

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Great.

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Yeah. I know, artificial intelligence has really accelerated,

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as you mentioned, in the dental industry within

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these last few years.

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Phil, how long has Providence Dental Partners been

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using artificial intelligence so far?

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So we use it in different components.

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I I would say Providence Dental Partners has

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been using it since its inception, since we,

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started back in 2013. I know, doctor Mann,

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you know, in his private practice, I was

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using it before then. So,

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as it continues to advance, we continue to

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apply it in different parts of our business.

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And, you know, we we've seen drastic improvements,

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just in the last twelve months with it,

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and we're we're looking forward to staying close

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to the companies who are

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working on those advancements. We we we know

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that there's another,

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evolution of it coming, and so we look

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forward to continuing to implement it. We've always

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been at the forefront of investing in technology

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in our practice

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practices when it makes sense. And so, between

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doctor Mann and I, we stay pretty up

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to date on all the different technologies in

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the industry and continue to implement those when

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and where it makes sense.

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Okay. Yeah. Definitely.

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And are there any areas

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I I know that AI has advanced in

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so many ways and quite rapidly as well.

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Are there any areas currently where you would

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like to see it evolve even more, and

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see further advancement?

280
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Yeah. Revenue cycle management for me. And, part

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of my background,

282
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was working on the revenue cycle side of

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it, and it's so complex. It's challenging. It's

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challenging for private practices,

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and it's challenging for groups and DSOs to

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solve all the different parts of revenue cycle

287
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that come into it.

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There are some companies out there that have

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made great advancements in the last two to

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three years with it,

291
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but but it's a very complex and comprehensive,

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we'll say, will of parts that go into

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revenue cycle for doctors to actually collect the

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money that they are owed.

295
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And so looking forward to seeing kind of

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that next evolution to where, some of these

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AIs can maybe help them collect a lot

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more than what they currently are at the

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click of a button,

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versus a lot of the manual processes that

301
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we see today.

302
00:10:54,789 --> 00:10:56,470
Alright. Thank you so much for sharing those

303
00:10:56,470 --> 00:10:58,629
thoughts. Doctor Mann, let's hear from you next.

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00:10:58,629 --> 00:11:00,950
What makes you excited about dentistry right now,

305
00:11:00,950 --> 00:11:02,570
and, also, what makes you nervous?

306
00:11:03,475 --> 00:11:04,215
No. Absolutely.

307
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The the most exciting part for me is

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really, you know, our our growth, our partnership,

309
00:11:09,154 --> 00:11:11,335
and other opportunities, other practices.

310
00:11:11,715 --> 00:11:13,715
And going back to what we'd said around

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some of the biggest issues,

312
00:11:15,475 --> 00:11:17,654
is around developing mentorship programs

313
00:11:18,139 --> 00:11:19,039
where they're in the organization

314
00:11:19,580 --> 00:11:22,059
and also funded like minded dentists that really

315
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want to not only,

316
00:11:24,059 --> 00:11:25,980
have a part of this, but also give

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back and,

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and be able to be a mentor,

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and also around access to care through charitable

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organizations,

321
00:11:33,725 --> 00:11:35,424
you know, touching those,

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00:11:36,125 --> 00:11:38,464
individuals that don't have an opportunity

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to, you know, receive dental care. And so,

324
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you know, creating opportunities through these, partnerships

325
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to be able to give back and and

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using a platform in order to do that,

327
00:11:49,509 --> 00:11:50,490
but also around,

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00:11:50,950 --> 00:11:54,149
developing career opportunity pathways for, you know, our

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00:11:54,149 --> 00:11:55,910
team members. You know? I'll give you one

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00:11:55,910 --> 00:11:58,230
example around, you know, where a dental assistant

331
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could come in into an organization and then

332
00:12:00,924 --> 00:12:04,285
through through training, education, mentorship programs can develop

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into an operational leader.

334
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So that that's just being a part of

335
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that, to be able to help develop that,

336
00:12:09,565 --> 00:12:12,605
it's really super exciting to, you know, to

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to see where that may go.

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00:12:15,004 --> 00:12:17,779
What really, I guess, what really makes me

339
00:12:17,779 --> 00:12:18,279
nervous,

340
00:12:19,459 --> 00:12:21,480
not very much, but the one thing

341
00:12:21,860 --> 00:12:22,759
that I see,

342
00:12:23,220 --> 00:12:25,799
more more along the lines of the personnel

343
00:12:26,179 --> 00:12:28,339
is just making sure that we we believe

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in the people enough that they are delegating

345
00:12:31,375 --> 00:12:32,754
certain roles and responsibilities,

346
00:12:33,855 --> 00:12:35,375
because that's the only way that we can

347
00:12:35,375 --> 00:12:36,995
kinda grow as an organization,

348
00:12:37,774 --> 00:12:39,215
but not to a point of where they're

349
00:12:39,215 --> 00:12:39,715
micromanaging

350
00:12:40,175 --> 00:12:42,415
other people, but knowing when to pass off,

351
00:12:42,415 --> 00:12:44,370
how to pass off, so that they are

352
00:12:44,370 --> 00:12:46,850
not a one all catch all type of

353
00:12:46,850 --> 00:12:48,929
thing. So it's we always try to promote

354
00:12:48,929 --> 00:12:50,309
the train the trainer mentality

355
00:12:50,690 --> 00:12:52,049
to say that the only way that you

356
00:12:52,049 --> 00:12:53,730
can grow is to, you know, train your

357
00:12:53,730 --> 00:12:54,230
replacement,

358
00:12:54,690 --> 00:12:56,389
and and know that there's opportunities

359
00:12:56,769 --> 00:12:58,945
beyond where what your role is in the

360
00:12:58,945 --> 00:12:59,445
organization.

361
00:13:00,865 --> 00:13:01,365
Alright.

362
00:13:01,745 --> 00:13:03,584
Well, thank you so much for sharing that.

363
00:13:03,985 --> 00:13:06,464
Last question here for you both. What will

364
00:13:06,464 --> 00:13:08,625
the most effective health care leaders need to

365
00:13:08,625 --> 00:13:10,464
be successful in the next two to three

366
00:13:10,464 --> 00:13:12,245
years? Bill, do you wanna kick us off?

367
00:13:12,769 --> 00:13:15,110
Yeah. So, I I think Ariana

368
00:13:15,970 --> 00:13:17,649
said it earlier. You know, the industry has

369
00:13:17,649 --> 00:13:19,649
been changing, and us as leaders, we have

370
00:13:19,649 --> 00:13:21,029
to be willing to continually

371
00:13:21,409 --> 00:13:24,210
change and evolve and adapt to the market

372
00:13:24,210 --> 00:13:26,054
conditions around us too. And that's,

373
00:13:26,774 --> 00:13:28,294
really at the core of our,

374
00:13:29,014 --> 00:13:29,514
philosophy,

375
00:13:29,975 --> 00:13:32,134
Providence Dental Partners. We're we're always willing to

376
00:13:32,134 --> 00:13:33,914
change and push the envelope forward.

377
00:13:34,455 --> 00:13:36,214
We have to continue to look outside the

378
00:13:36,214 --> 00:13:38,455
industry to see what's working in other industries

379
00:13:38,455 --> 00:13:40,134
that we might be able to adapt to,

380
00:13:40,375 --> 00:13:41,355
the dental industry.

381
00:13:42,110 --> 00:13:43,709
And I think also we have to build

382
00:13:43,709 --> 00:13:46,190
strong cultures within our organization over the last,

383
00:13:46,589 --> 00:13:48,049
five to ten years as,

384
00:13:48,509 --> 00:13:50,589
capital costs were low and, there was a

385
00:13:50,589 --> 00:13:51,409
lot of consolidation

386
00:13:51,789 --> 00:13:53,549
happening. You have a a lot of groups

387
00:13:53,549 --> 00:13:54,929
and DSOs that were

388
00:13:55,424 --> 00:13:57,904
consolidating at a very rapid pace, and a

389
00:13:57,904 --> 00:14:00,085
a lot of them were just aggregating practices

390
00:14:00,144 --> 00:14:02,725
and not really operating. And I I think

391
00:14:03,184 --> 00:14:05,985
over the next few years and, even forward,

392
00:14:05,985 --> 00:14:07,629
you know, you're gonna have to see a

393
00:14:07,629 --> 00:14:09,490
a lot more effort put into the operations

394
00:14:09,549 --> 00:14:10,669
of it. And I think a lot of

395
00:14:10,669 --> 00:14:12,269
that's gonna come down to building a strong

396
00:14:12,269 --> 00:14:14,690
culture, based on mission, vision, and values.

397
00:14:15,070 --> 00:14:17,070
I I think, regardless if you're looking at

398
00:14:17,070 --> 00:14:19,664
the dental industry or organizations outside of it,

399
00:14:20,544 --> 00:14:22,544
those are always the the the roads most

400
00:14:22,544 --> 00:14:25,024
traveled to a, a great business is to

401
00:14:25,024 --> 00:14:27,745
have a a strong mission, vision, and core

402
00:14:27,745 --> 00:14:29,584
values amongst your team. So I think that's,

403
00:14:30,304 --> 00:14:32,384
central to building a strong culture within the

404
00:14:32,384 --> 00:14:32,884
organization.

405
00:14:34,389 --> 00:14:36,549
Yeah. And, definitely, that's very similar to what

406
00:14:36,549 --> 00:14:38,230
I've heard from a lot of DSO executives

407
00:14:38,230 --> 00:14:39,909
over the last few months just about the

408
00:14:39,909 --> 00:14:42,629
way con consolidation has happened over the last

409
00:14:42,629 --> 00:14:45,029
couple of years and, how that has led

410
00:14:45,029 --> 00:14:46,009
to this sort of

411
00:14:46,654 --> 00:14:48,595
push for improved culture,

412
00:14:49,215 --> 00:14:51,615
maybe a little bit of more strategy, some

413
00:14:51,615 --> 00:14:53,455
smarter decisions as far as,

414
00:14:54,254 --> 00:14:56,175
acquiring these practices as well and how you

415
00:14:56,175 --> 00:14:58,195
operate them. So, yeah, definitely,

416
00:14:59,134 --> 00:15:00,975
interesting to hear your thoughts on that. So

417
00:15:00,975 --> 00:15:01,955
thank you for sharing.

418
00:15:02,389 --> 00:15:03,769
Doctor Mann, what about you?

419
00:15:04,549 --> 00:15:05,929
Yeah. Well, you know,

420
00:15:06,309 --> 00:15:08,649
I echo what Phil said, but, you know,

421
00:15:08,789 --> 00:15:11,590
along those same lines, you know, whatever where

422
00:15:11,590 --> 00:15:13,669
I feel, you know, a successful leader would

423
00:15:13,669 --> 00:15:16,090
be is really making sure they possess

424
00:15:16,735 --> 00:15:19,855
the opportunities to be decisive and transparent, you

425
00:15:19,855 --> 00:15:22,815
know, not only internally within the organization, but

426
00:15:22,815 --> 00:15:24,095
also externally within,

427
00:15:24,654 --> 00:15:25,715
outside the organization.

428
00:15:26,415 --> 00:15:28,654
Because things will tend to come up, what

429
00:15:28,654 --> 00:15:30,335
they need to make sure they have in

430
00:15:30,335 --> 00:15:32,460
their inner circle is if they don't have

431
00:15:32,460 --> 00:15:34,299
it or build a support team so that

432
00:15:34,299 --> 00:15:36,700
they can discuss, recommend, and troubleshoot some of

433
00:15:36,700 --> 00:15:39,980
these opportunities to develop clear goals and achievable

434
00:15:39,980 --> 00:15:41,360
timelines. Because, you know,

435
00:15:41,899 --> 00:15:44,460
trying to push timelines out or goals out

436
00:15:44,460 --> 00:15:45,679
that are unattainable

437
00:15:46,235 --> 00:15:48,795
will only create frustration. So it's really, you

438
00:15:48,795 --> 00:15:50,575
know, that collaboration, that transparency,

439
00:15:51,195 --> 00:15:53,835
communication within the group in order to make

440
00:15:53,835 --> 00:15:55,514
sure that we line up. But at the

441
00:15:55,514 --> 00:15:56,495
end of the day,

442
00:15:56,955 --> 00:15:59,195
that successful leader has to be able to

443
00:15:59,195 --> 00:16:01,514
be decisive on the, on what needs to

444
00:16:01,514 --> 00:16:02,009
go next.

445
00:16:02,570 --> 00:16:04,410
And also, you know, as a leader, you

446
00:16:04,410 --> 00:16:07,149
know, being that servant leader and also developing,

447
00:16:08,009 --> 00:16:10,029
the the culture, as Phil said, is

448
00:16:10,570 --> 00:16:12,570
going through and and and giving words of

449
00:16:12,570 --> 00:16:14,830
encouragement, you know, through words of affirmation

450
00:16:15,210 --> 00:16:16,110
within the organization

451
00:16:16,410 --> 00:16:19,154
of, you know, what we're doing great, what,

452
00:16:19,154 --> 00:16:21,075
you know, we could do better. But also,

453
00:16:21,075 --> 00:16:23,875
you know, as the organization grows, we always

454
00:16:23,875 --> 00:16:25,315
hear about, you know, some of these pain

455
00:16:25,315 --> 00:16:27,875
points, but also calling out these individuals that

456
00:16:27,875 --> 00:16:30,835
are really, you know, creating successful opportunities for

457
00:16:30,835 --> 00:16:33,330
the organization to take the next step forward.

458
00:16:33,330 --> 00:16:35,490
So I feel that, you know, that plays

459
00:16:35,490 --> 00:16:37,970
back into the, development of culture that we

460
00:16:37,970 --> 00:16:39,509
we need to continue to promote.

461
00:16:40,450 --> 00:16:40,950
Definitely,

462
00:16:41,410 --> 00:16:43,410
interesting to hear your thoughts on the importance

463
00:16:43,410 --> 00:16:44,850
of culture. So thank you so much for

464
00:16:44,850 --> 00:16:46,070
sharing that, doctor Mann.

465
00:16:46,634 --> 00:16:47,915
That's all I had for you. So thank

466
00:16:47,915 --> 00:16:49,435
you both for joining us today. It's been

467
00:16:49,435 --> 00:16:51,274
a pleasure speaking with you, and learning more

468
00:16:51,274 --> 00:16:52,795
about Providence and what you guys are focused

469
00:16:52,795 --> 00:16:54,795
on in the industry this year. And I

470
00:16:54,795 --> 00:16:56,235
look forward to connecting with you again in

471
00:16:56,235 --> 00:16:58,014
the future. So thank you both so much.

472
00:16:58,573 --> 00:17:00,333
Thanks for having us, Arianna. We look forward

473
00:17:00,333 --> 00:17:02,013
to seeing you all again in Chicago later

474
00:17:02,013 --> 00:17:04,113
this year. Thank you. Thank you.