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Evernorth brings the power of wonder and relentless

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innovation to create world class pharmacy care and

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benefit solutions. Our connected health services make the

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treatment, prediction, and prevention of health care's most

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complex conditions

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easier and more accessible as we drive organizations

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and people forward. Ever North Home Based Care

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provides value based care that helps patients with

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multiple chronic conditions

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and social determinant of health barriers get the

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care they need and the personalized experience they

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deserve. We serve patients who struggle to navigate

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the health care system by bringing high quality

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primary

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and preventative care services to the home. By

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providing clinical care and support services that provide

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whole person care, we improve health equity, access,

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and outcomes for the populations we serve.

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This is Gracelyn Keller with the Becker's Healthcare

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podcast, and we are recording live at the

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payer issues roundtable.

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I'm joined right now by Harlan Pickett. He

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was the president of Eagle Care Health Solutions.

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Harlan, thanks for being here. We'd love to

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have you briefly introduce yourself to start us

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off. Absolutely. It is my pleasure to be

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here. It has been an absolutely extraordinary event

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thus far.

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Once again, my name is Harlan Pickett. I

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am the founder and president of Eagle Care

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Health Solutions.

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We are a disruptor, I guess, is the

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best way to say it. Innovative in the

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way that we build plans for employers

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and, in some cases, individuals

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that really are outside the norm and provide

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people, crazy enough, Grace,

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0

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cost

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health care.

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Wonderful. Well, thank you for being here. Excited

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to hear more about this.

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Let's start our conversation

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though with growth goals. So from improving member

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experience and expanding value based care to controlling

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costs, payer executives have ambitious growth goals for

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the rest of the year and looking into

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2025.

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So in your role, what is your top

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priority, and how are you planning to get

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there?

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It's very interesting to think about growth goals

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from our perspective because

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we have to meet folks where they are.

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And not everyone is ready to embrace

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some of the

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different things that we do. So we meet

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them where they are. And that starts with

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a

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crazy innovative thing called asking the employer what

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your benefits

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should look like. What would you like? We

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even talk to the employees

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and ask them what is important to them.

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And

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that's part of our growth model because it

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helps us better understand

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the folks we're working with.

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And we do have growth goals, but it's

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interesting enough, it's more about

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adding the right fit.

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We will turn folks away because they're not

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ready or we will

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even introduce them to other folks and say,

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Hey, you know what? I know someone over

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at Scentivo.

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You might be a better fit for Scentivo

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right now. We'd love to stay in contact

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with you, collect some data and see if

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we can help you in the future.

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But

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the growth that we focus on

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is a growth of people having better access

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to health care.

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Sometimes that means that EagleCare is a solution.

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Sometimes that means something else is a solution.

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But if we give them better access to

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health care, then our growth

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model has been achieved.

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Absolutely.

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And going off of that at an industry

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level, how would you describe the biggest barriers

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to effectively serving and engaging your members?

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What opportunities do you see for large scale

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improvements, and how are you implementing that in

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your current strategy? Yeah. That that's a interesting

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question because we face a very

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strange barrier. And that is,

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what do you mean

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that the plan is

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30% less than what I have right now,

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but all of the health care is free

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to the employees?

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That's not possible. It sounds too good to

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be true. What's the catch?

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Why haven't I heard this before?

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It's a very interesting thing to have to

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discuss with someone. Right? The first thing they

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think of is, okay, well, this must be

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some type of HMO model where there's all

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these hoops you gotta jump through to get

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any care. So it's not really anything different.

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But you have to explain to them what

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we're really doing, the steps that we're taking

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to provide access to healthcare. And once you

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really are able to get down and explain

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to them what's happening, and you kinda remove

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that

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this is a term that I heard recently

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that I really like. You remove that reek

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of gatekeeper

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from them because that's a terrifying thing for

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people. Oh, I can't do anything without a

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gatekeeper. When you remove that

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and they see that what you're really doing

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is value

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and evidence based medicine and providing

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true access to health care, reestablishing

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that

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doctor patient relationship

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and what's possible there,

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that changes the game. And the light switches

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and especially if you're talking to people in

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my generation, a little bit older, they're like,

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you mean, like, back when I was a

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kid? You mean back to kind of access

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to care we had when you get caught

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up the phone and actually talk to your

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doctor?

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That that care right there. That's what we're

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bringing back. Wonderful.

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And shifting gears just slightly toward,

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advice that you have for leadership.

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Keeping pace in today's dynamic health care landscape

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is challenging. So I'd love to know what

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advice you would share with peer leaders who

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are looking to grow businesses while keeping members

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top of mind. Yeah.

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The member experience

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and the focus on the member. Yeah. Too

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many times,

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I think our plans

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get misaligned.

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Our senate our incentives are not aligned. If

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your plan is not aligned on the member

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experience and the member access to health care,

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then your members are probably not going to

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be happy in the future. I was blessed

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to be on a panel about consumerism

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during this event. And one of the things

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I think that struck me is the fact

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of how different people think consumerism is. What

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does that look like?

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The consumers are expecting

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more and more.

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As we are deep, deep in this digital

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age, they expect to have access to things

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on their phone. They expect their wearable devices

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to let them know if their blood pressure

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is up or if, their little monitor is

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telling them that their blood sugar is up

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or down or all of those things. They

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expect to have access to all this. So

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if we're not incorporating these things or at

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least preparing

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to incorporate these things in our health plans,

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we're gonna be falling behind. And someone else

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is gonna take that place.

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And good luck surviving those times whenever you're

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not ready. And we're really not even talking

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about AI here. I mean, that's a whole

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another ballgame. We could go down that pathway

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on the AI. But you've got to embrace

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these things.

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At least start the process now.

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Because if you don't, you're gonna be so

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far behind by the time

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you look up and say,

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it's too late. And I wanted to make

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a little side note there because I think

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this is funny. This is something that I

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had to personally deal with.

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I grew up in the Terminator age. And

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so everything with AI is a Terminator. Right?

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So I've gotta get over my fear of

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the Terminator so that I can embrace AI.

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It's it's kind of a funny little thing.

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I've had a few talks about that, that

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it is a different thing from our generation

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to because AI has a different thing than,

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say, someone in your generation

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that the Terminator movies were gonna be terrible

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by then.

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So I like that analogy.

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Well, as we are wrapping up our conversation

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today, are there any closing remarks remarks you'd

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like to share on the podcast?

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I really would. I I think that there

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is a lot of things that people can

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do,

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but

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telemedicine is something

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that I I love and hate. I mean,

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I'm gonna tell you I love it because

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I think it gives some accessibility to people

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that don't have it. But I will tell

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you, this is a very interesting thing that

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dynamic me. And I wanna share this because

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I think it's very important to get this

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out. Behavioral health has become such a big

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deal. Right? So no one debates that. It's

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become big, big issue, behavioral health.

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But we expect that having a virtual

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or a tele

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counseling service is going to be easy or

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accessible for some people.

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I will say that it's not. There are

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people in some cases, it may be an

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unsafe place to have that conversation, even if

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it's digital,

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even if it is

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voice.

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And if you don't provide them a place,

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you can still have that digital. But if

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you don't provide them a

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place to have that conversation,

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there's no chance that they'll have it and

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there's no chance they're going to get better

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grace.

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We offer one of the things we offer

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is in office, in primary care office

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access to that even if it's digital. You

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can speak to a psychiatrist

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under the guise

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of a primary care visit because it can

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be in a clinical setting without someone knowing

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you're talking to that kind of physician because

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that person may not want you to be

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there.

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So it's just opening up those opportunities and

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meeting clients in a position where they can

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actually share

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what's happening with them and feel comfortable doing

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that and not have the fear of the

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repercussions that could happen. Because behavioral health, I

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mean, it it's it's a big deal, and

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we need to make sure that we're taking

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care of folks.

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Absolutely. Well, thank you for sharing your insights

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today on the Becker's Healthcare Podcast. Again, we

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are live at the 2024 fall payer issues

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roundtable.