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This is Laura D with the Becker Healthcare

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care Podcast. I'm thrilled today to be joined

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by Chris Car, Chief Technology Officer and Senior

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Vice President of the information technology

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division at Up.

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Chris is pleasure to have you on the

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podcast today.

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Thank you for having me, Laura.

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Now, I'm really looking forward to our discussion.

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I know there's only many things that Up

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is doing on the technology side as well

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as Ai that has been really revolutionary and

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helping to accelerated digital transformation in very much,

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you know, on the cutting edge of of

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how technology can be used in health care.

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But before we dive into that discussion. Can

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you tell us a little bit about yourself

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and your background?

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Sure. I've been at Up c now. This

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is my 26 year.

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Not all 26 have been in my current

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role. I've done a lot of different jobs

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over the course of my career, which has

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been

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fantastic.

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From a learning perspective and growth

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for my career. But

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I love being in healthcare

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I I find it to be so rewarding

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even though I'm not a clinical person, but

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I'm able to use my talents and abilities

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and skills to help contribute to how we

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deliver care for our patients and how we

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support our members of our health plan, and

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which is great. But

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my my academic career, I actually was an

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accounting major

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a long time ago in the early to

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mid nineties

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and actually started working at 1 of the

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local banks here in Pittsburgh

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and got into It through college and in

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earlier in my career and then ended up

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going to as an It auditor,

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I had no idea what that was when

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I got the job, but

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again, it was a great learning experience cut

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to dive deeper into different technologies and platforms.

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And in conjunction, I I pursued my N

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mp and then also a second master's degree

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in information system. So yes, that's a pretty

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quick summary of a long career at this

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point.

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Yeah. For sure. And you know, your experience

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was in the field, It's just been fascinating.

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So, kind of looking at where we're at

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today, what are some of the biggest issues

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that you're following in health care what's really

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top of mind for you?

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I think there's a lot of challenges in

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healthcare today as we,

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you know, still refer back to, you know,

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post pandemic health care world.

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Things have changed, and I don't think they're

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going back to the way they were

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prior to the pandemic. And a lot of

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that is for the better, like,

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you know, delivering care, where our patients needed,

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whether it's in their home,

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it's, you know, mobile remote or if it's

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in 1 of our facilities.

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Obviously, everyone's challenged with

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the impact that the economy and inflation has

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had on the expense side of health care.

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And how we're managing to become more efficient

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effective with that. And I'd be remiss not

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to call out the cybersecurity challenges that

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continually

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persist with the healthcare industry and

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we have to be diligent as we introduce

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new tech technologies as we maintain

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our existing technologies and processes.

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And obviously our people to keep them attentive

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to

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the various attacks that we're experiencing on a

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daily basis.

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So

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a lot of challenges for healthcare in

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in 20 24 and beyond

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Absolutely. And you know, I I think as

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all of those things are so very much

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top of mind for executives across the board.

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And in particular, looking at some of recent

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cybersecurity issues. I know things changed so quickly

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in the field in sophistication of those types

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of attacks

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you know, has been increasing several fold in

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even the recent months. And so, you know,

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when you look at your strategy,

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and and and then they also keeping in

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mind, some of the financial constraints too that

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that all organizations have, How do you make

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sure that you're using your resources in the

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best way possible to stay ahead of the

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curve and, you know, through partnerships as well

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as I can imagine growing internal skill sets

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and knowledge basis.

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Absolutely. It takes everyone at Up c to

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help protect

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our organization from cybersecurity threats.

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Because typically,

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we people are are the weakest link where

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we click on a link or we respond

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to an email and and it creates and

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exposure that we have to deal with. So

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focusing on that, keeping

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cybersecurity

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front of mind,

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in an already busy mine when our nurses

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and doctors and again text or taking care

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of patients,

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I can't speak

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enough about the dedication they

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demonstrate and being persistent in helping protect Up.

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That's number 1.

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On our technology team, you're absolutely right. We

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have to continually

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enable our teams,

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especially on the cybersecurity team that we have

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here at Up c to develop and grow

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and into keep ups scaling

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their abilities and capabilities and working at the

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top of their licensure. Right? We continually try

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to pursue different ways to automate

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our identification of vulnerabilities and threats

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in that remediation or recovery of that. So

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our tel folks, which we don't have an

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unlimited set of resources here to help defend

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Up and protect it from cyber street threats,

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but that we're leveraging and aligning those folks

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in the right areas to best protect the

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organization. Again, this is all risk management.

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So

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it to your point, it changes from day

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to day, hour to hour based upon what's

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happening out there in in the industry. So

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we're always trying to pay attention to what

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0 day threats are occurring,

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not just in healthcare but beyond,

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and looking at our own inventory of technologies

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that we have deployed and making sure that

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we're staying up to date with the patches

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and fixes and things like that I refer

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to as good It high team.

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If you don't do that well, you're really

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putting your organization in a bad position to

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combat against

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all the

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criminals that are out there that are trying

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to be disruptive to the healthcare industry and

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beyond.

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That's that's a great point. And thank you

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so much for 0 in there just 1

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bit. Now,

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when you do look ahead, what are you

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most excited about and what makes you nervous?

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The excitement piece, as... All the buzz of

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is around us around Ai

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and generative of Ai and different new technologies.

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So 1 thing that I'm directly involved with

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and in partnership with Doctor. Rob Part our

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C Ut ce is leading our

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implementation of a brand new instance of Epic?

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Why is that important why is that exciting

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for us at Up c? Well, we've been

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managing

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and running 9 different electronic health records over

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a number of years through acquisitions

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and quite honestly just our growth that we've

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outgrown a lot of these.

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So we're at this point where

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we have a great opportunity to transform how

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we deliver care

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The number 1, impact the quality outcomes for

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our patients and number 2, create some efficiencies

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for

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our nurses and doctors and text that are

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providing that care. But we're on this journey

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and partnership with Epic and we're early on

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in our configuration phase and have

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scores of work groups working

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together, not just It, but operations and our

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clinical experts

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that are participating in defining how we're going

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to

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define how Up C delivers that care across

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all of our hospitals, all of our physician

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practices and clinics and

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and everywhere. So

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we can really create this solid foundation to

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do even more great things with technology and

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innovation.

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That that that came to light for us,

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this opportunity during Covid when we were trying

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to be nimble and adapt to the different

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changing environment,

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anytime we wanted to make a change, you

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had to go do it across 9 different

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systems and not everyone was alike in

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implementation. So you have this variation, which is

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from my perspective, not a good thing when

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you're trying to support these different environments and

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there's different users and trying to train them.

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So we just see just such a tremendous

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opportunity for us at Up

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to transform the delivery of care for our

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system.

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What makes me nervous

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to answer the second part of your question,

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that's a tough question. I don't know if

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things really

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make me nervous because I think

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If you plan well,

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if you communicate well and if you engage

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the right subject matter experts

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and

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and team members

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and you work together,

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I think we can accomplish anything.

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But I'm not trying to skirt your question

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there, but

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I would just say,

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again, not maybe not having as big of

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an impact as we might think we will

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have.

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I guess that you can consider that to

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make me a little nervous, but I honestly

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in reality don't feel nervous at all.

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So

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for us was a great place to be

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and certainly, you know, a really productive way

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to operate from that mindset as just always

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being able to accomplish what you set out

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to do and Of course, I can imagine

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there are times. And as you said, things

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don't work out exactly the way you want

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them to or or had envisioned. But

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you know, can can still work towards that

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goal. And I think that project of of

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bringing all, hospitals that single instance of ethic.

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I I know that's a huge, huge undertaking,

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system wide. And so You know, you you

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look at your progress

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in, you know, measuring that, and I I

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know investment of high, effort energy and financial

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resources.

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I guess, from just, like, looking at that

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time period, is there any lessons that you

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learned that you could share with others who

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maybe going through something similar or or find

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to get ready to have a similar,

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integration and and bringing some of the... Their

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acquired hospitals onto Epic or another Ehr platform.

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Know, what do you really see as being

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important for for those

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organizations to know going in and systems to

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set up so that dan gonna be as

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seamless as possible?

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Yes, a great question and biggest lesson learned,

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I think we would all agree as we

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on this journey at Up c is that

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this is not an It project.

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This is a transformational project from a clinical

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and operational perspective and So having that engagement,

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we have tremendous clinical and operational leaders at

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Up that have been

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around for a long time. We have lot

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of great new leaders as well.

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But having that engagement that we're all in

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this together and it's not It doing this

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unto

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them,

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but us doing this and and

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walking this journey together is probably the biggest

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thing that I would

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give a feedback and as a best practice

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If you don't have that engagement,

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if you don't have that commitment, and you'll

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have that ownership from the clinical and operational

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side, you're gonna have failure.

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You're going to have delays. You're going to

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have

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your end user community, the

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not as receptive to the change,

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if they're not part of that change.

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So that's probably the biggest piece, And that's

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honestly

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the the phase that we're at right now

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in these work groups seeing that sort of

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Symphony happened

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you know, making Beautifully music of defining here's

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our our new way that we're going to

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deliver care utilizing this platform

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and and making it standard is great.

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Now there's going to be challenges head obviously

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to make sure that we're able to train

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upwards of 90000

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users

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over a couple phases of our project

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provide the right support. So as they transition

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from the old way to their new way

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that we're effective and efficient in doing that.

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And again, it's not just going from 1

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system to

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a new system. We're going from 9 different

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systems to 1. So there's different training for

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different people.

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That's really fascinating. And certainly, you know, as

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I said, a huge undertaking. So definitely

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excited for your team to be able to

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realize all the benefits of being that single

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instance of Ehr. Now,

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before we wrap up here, I'm wondering what

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are will the most

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effective healthcare leaders need in order to be

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successful over the next 2 to 3 years

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or so.

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Another great question.

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I'm a big believer in

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creating a vision

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and having a plan being able to effectively

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communicate that plan to get the buying and

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support to implement the changes that

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you need for your organization.

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I think that's so key to have that

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alignment, have that that strategy

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the easily

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communicated across an organization.

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And that comes from what I've seen and

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experienced specialty Up c,

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extremely effective

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leaders

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in our industry.

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Without that, you can't be bold, you can't

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be successful. You can't be as impactful as

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you might hope to be

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in these very challenging tons of health.

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So

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yeah, I think those are those are key

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things to

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really clearly

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communicate

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a great vision and get that buy and

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support from

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all your stakeholders

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to

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effectively change how your organization evolves and innovate

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over the next few years.

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Those are those are the leaders are going

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to be most successful.

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Fantastic. Well Chris, thank you so much for

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joining the podcast today. This has been a

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really fun and I look forward to connecting

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with you again soon.

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Thank you for having me Laura and great

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talking with you.