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Imagine this. You're at the Hyatt Regency Chicago

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immersed in insightful discussions with the health care

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industry's top leaders.

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Welcome to Becker's 12th annual CEO

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and CFO roundtable from November 11th to 14th,

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2024.

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Picture yourself networking with over a 1000 executive

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level attendees,

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collecting business cards, and forging valuable connections.

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Feel the excitement as you engage in 4

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days of sessions featuring 400

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elite health system speakers.

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Envision yourself diving deep into critical topics like

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rural health care, digital transformation,

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health equity, and c suite diversity.

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Now imagine being inspired by our celebrity keynotes,

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pro football hall of famers, Troy Aikman and

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Emmett Smith, 43rd president George w Bush, and

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author and journalist, Jenna Bush Hager. Their stories

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will leave you motivated and energized.

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Don't miss this unparalleled opportunity.

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Get registered today. Visit beckershospitalreviewdot

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com and click on the events page to

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find the conference website. That's the beckershospitalreview.com

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events page. See you in Chicago.

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Welcome to the Becker's Healthcare podcast. I'm Mariah

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Taylor, assistant editor, and I'm thrilled to be

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interviewing Matt Broom, chief medical officer at BJC

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Medical Group, on the podcast today. Matt, thank

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you for joining me. I'm excited for our

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conversation because you're one of our upcoming panelists

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at our CEO CFO conference, and we're really

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excited to get a sneak peek into some

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of your thought leadership. But before we dive

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in, I'd love for you to introduce yourself

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and tell us a little bit more about

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your background.

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Yeah. Thanks, Mariah. I'm happy to be on

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today.

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You know, my background is that I'm a

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general pediatrician

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trained at Saint Louis University

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and,

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then spent some time in the US Navy

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as a pediatrician and then went back and

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had a career in teaching and academics for

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about 8 years or so,

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prior to becoming the chief medical officer of

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Cardinal Glennon Children's Hospital

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University Hospital through SSM Health on the adult

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trauma center side. And then after doing that

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about 4 years moved over to BJC and

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now I'm the chief medical officer over the

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BJC Medical Group. So,

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an exciting career, and I've really enjoyed it.

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And, yeah, happy to talk about it.

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Absolutely. Can you tell me a little bit

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about your most successful project or initiative from

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the last year? What did you do, and

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what were the results?

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Yeah. One of the things about the BJC

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Medical Group is that we've got about 700

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clinicians. They're over probably 9 markets, about a

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150 or so practice sites. And historically

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our markets have been fairly isolated. And so

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one of the things that we've really targeted

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this year is

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moving into a service line model.

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We've really opened up 7 service lines primary

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care, hospital medicine,

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cardiology,

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metrics,

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neurosciences,

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orthopedics and gastroenterology.

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And what that's enabled us to do is

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bring together clinicians

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from a variety of markets

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united with a single strategy,

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a single operational focus and a single recruitment

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plan.

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And that has helped us build out a

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physician leadership structure,

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and really

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essentially streamlined how we have taken a look

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at our medical group and where we want

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to go.

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It's been a very heavy lift. We've had

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to set up service line councils, find the

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right leaders, get them in place, etcetera.

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And yet already seen some dividends,

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even though we're only probably now just about

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8 months into the project. So it's been

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very exciting. It

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is, and that is a huge undertaking.

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Kind of looking ahead, what is the biggest

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challenge you expect to face in the next

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year, and how are you preparing?

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You know, one of the biggest challenges I

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see in healthcare whether you're, you know, leading

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a hospital or a medical group or no

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matter what fast facet that you're in

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is that we are often very, very lean

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in how we do staffing, be it nurse

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staffing, physician staffing,

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etcetera

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and staying ahead of what is the next

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big thing that comes either in

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how we operationally function, preparing for as we're

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all taken taken by surprise in 2020 with

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the COVID pandemic or, looking to try to

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engage the next generation of clinicians to provide

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healthcare across the country who have a different

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set of

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to provide healthcare

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across the country who have a different set

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of expectations than maybe those clinicians who are

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getting to retire.

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And so we try to be

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innovative with our staffing models looking ahead forward

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thinking trying to really keep our ear out

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there to not only what do we see

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as far as in our various markets, but

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trying to also look through and say, hey,

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if this happens, how would we respond? And

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if this happens, how would we respond?

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Certainly we can't predict everything but it at

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least allows us to stay nimble and on

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our toes to try to at least keep

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up to speed with all the fluctuations

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that happen each and every day.

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Absolutely.

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Kind of on that topic of evolving and

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changing,

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since you've been a chief medical officer for

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quite some time now, how do you see

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the chief medical officer role evolving in the

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future?

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Yeah. You know, the the CMO role,

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has evolved a lot. It's gone from what

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is traditional as far as credentialing and a

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VP of Medical Affairs and managing physician behavioral

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issues to really one that engages directly in

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strategy and business development.

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And

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then

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also leaning into value based care

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and then also leaning into value based care

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initiatives.

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And I think what you'd also find is

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even in today if you interview 1 chief

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medical officer you've probably interviewed 1 because that

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person's job and role is very different depending

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what city they're in, what state they're in,

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what kind of services they oversee, etcetera.

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And I think that's what it is such

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vital role on accountability and authenticity

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to kind of bring that not only experience

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but business insight to what is required to

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make healthcare system move. But you still have

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to have somebody who can enlist and engage

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with physician leaders and do the right thing

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for patients and the clinicians that we serve.

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Absolutely.

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And what is your advice for those aspiring

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to be CMOs one day?

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Well, I think the first thing is just,

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you know, take the opportunity when given to

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you. Right? No one ever knows when the

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right role or the right job comes their

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way, and it's course never the right time

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for anybody to do that and yet at

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the same time if you listen, if you

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spend time connecting with people, you try to

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grow in your respective skill set,

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you develop

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a mentorship

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cadre both peer mentors and others that you

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can lean on about various problems then come

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forward,

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have the humility to ask questions and then

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not be afraid to lead

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and understand that each of us makes mistakes

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each and every day. But how we adapt

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to those mistakes and the lessons that we

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learn as a result of that

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opens up the capacity for that next CMO

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role.

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The role of a CMO is

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it's very it's not only valuable,

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but it's fulfilling, but it's hard work. Each

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and every day, it's a difficult conversation or

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a challenging strategic or operational

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problem. Yet at the same time, it's a

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great way for physicians to

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make sure that the voice of the clinician

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is heard in a way that drives business

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and operations forward,

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which I think is the way that we

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have to get into more in healthcare.

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Excellent. This has been such an amazing and

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informative discussion. Thank you so much for joining

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me today. You can catch more of Matt

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at our upcoming clinical leadership forum at the

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Becker CEO CFO roundtable, November 11th through 14th

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in Chicago. We have limited space available for

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attendees and sponsors, so contact us at agenda

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team at beckershealthcare.com

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to learn more.