Welcome everyone to the Becker's Healthcare podcast series.
I'm Mariah Muhammad, writer and moderator with Becker's
Healthcare. And I'm thrilled to have with me
today doctor Jean Pierre Mobasser, president of Goodman
Campbell.
Doctor, welcome to the podcast. We're very excited
to have you join us today. To To
get us started, would you mind please introducing
yourself and telling us a bit about your
background?
Sure. Absolutely. Thank you for having me. My
name is Jean Pierre Mobasser. I'm a neurosurgeon
here at Goodman Campbell Brain and Spine.
I've been here since 02/2004,
so going on my twenty first year at
this point.
I've been the president of our group for
the past eight years.
I've also been a past president of the
Society for Minimally Invasive Spine Surgery as my
subspecialty within neurosurgery is minimally invasive spine surgery.
Wonderful. Thank you so much for giving us
that background. So what are some of your
top priorities for for the, rest of the
year?
Yeah. So I guess since we're starting the
year, this is a good point to discuss
our plans for 02/2025.
And to start with, we were fortunate enough
to get approved to have a Goodman Campbell
neurosurgery residency.
This is actually a pretty big accomplishment as
ninety nine percent of neurosurgery residencies are affiliated
with the major academic
center, and we do not have that current
relationship.
We do have other hospital relationships that are
academic in nature, but this makes us one
of two groups in the country that has
a neurosurgery,
residency
without a major academic affiliation.
And so we're quite quite proud of that.
And that'll be starting in July.
So a lot of our time is getting
set up and prepared,
for this.
The good news is our group has been
teaching residents on and off for forty years,
so this is not new to us. So
we have a lot of experience,
faculty
to handle this.
Our other priority is gonna be growing strategically
into markets,
both inside Indiana and outside Indiana that need
neurosurgeons.
We currently have two neurosurgeons
outside of, Indiana and Wisconsin with ProHealth.
Our interventional neuroradiologists,
help out in Boise, Idaho, and so they
rotate out there to help with the interventional
care. And then we're, scattered throughout the state
of Indiana. So I think continuing to look
for strategic partnerships both within Indiana and outside
Indiana that makes sense for our group and
for the hospitals,
where we can fulfill a need that they
don't currently have.
Other thing that we're gonna really have to
focus on over the next year is continuing
to grow ancillary sources of revenue.
As we all know, reimbursement gets more and
more difficult for, independent,
physician practices
while the cost to deliver care continue to
rise.
I think,
physicians in general, one of the few professionals
to continue to make less money as time
goes on. And so we have to find
other ancillary sources of revenue so we can
continue to attract
worldwide talent, the best talent for neurosurgical
care.
Because otherwise, we're competing with hospital employment, which
is capable of paying them more than we
are,
just based on the revenue and,
the the,
overhead model that we deal with. So those
are gonna be the sources
of, our our priorities
for the rest of this 02/2025,
and, we're looking forward to it.
Yeah. Definitely. Well, congratulations
on that residency.
It definitely sounds like,
everyone kinda
has many things that will be,
taken care of for this year. Are there
any other programs or initiatives that have been
the most needle moving for you,
in this past year, 2024,
anything that you're looking forward to in 2025?
Yeah. There are two things. I'd say if
you had to look at something that's been
helpful on the ancillary revenue side, it's been,
looking for co management opportunities
with hospitals where hospitals
have a need or somebody to come in
and organize their neurosurgical
care
and try and help them understand their markets
strategically and then sort of help and and
create a win win situation between our group
and the hospital.
And so we've been expanding those again up
in Wisconsin and out in Idaho. And, so
I think those are have been
sort of needle movers for us this past
year, and we gotta we have to continue
to look for those opportunities
with hospitals that have that need and recognize
the value that we bring in the expertise,
which they don't have.
The other thing, which I can't talk about
yet, we can probably revisit this in six
months, but there's another thing that our group
is working on,
that I think may be a needle mover
for us, but it's about six months away
from being viable. So you and I can
talk in about six months.
Yes. I'll definitely circle back with you, in
the next six months.
And then also, doctor, the last thing I
wanted to ask before I let you go
today, how are you thinking about growth in
member experience,
overall?
Yeah. So I assume when you say member,
you mean patient.
And so if we're talking about patient care,
that's actually
the most important thing to our group. Our
group is very centered on patient care and
delivering the patient best patient care experience.
That's always been a priority here at Goodman
Campbell,
creating a culture where everybody within our group
is centered around the patient and, the experience
they're gonna have when they first contact our
group, when they first call, when they get
somebody on the phone, when they come to
the desk,
when they're roomed, when they see the physician,
all of the preoperative care in addition to
the surgical and postoperative care. And so that's
always been something that we prioritized, and it's
it's basically delivering an experience that patients feel
very good about. And we've been quite successful
in that. I routinely hear from patients and
families about how,
their their visit to our group and their
interaction with our group has been one of
the best medical experiences they've had amongst all
of their their patient care situations. So,
that is something that we continue to focus
on.
It's very hard to provide that high level
of patient touch and care
when costs are going up and reimbursement's going
down, but at this point, we are still
very much committed to that.
We're continually looking for neurosurgeons who fit within
our culture and understand and want to make
fit into a culture that prioritizes
this sort of patient care experience and understand
that what we do is not about us
as neurosurgeons.
It's about the patient and helping them. And
we try try and strive for an organization
where everybody sort of understands and feels connected
to that mission,
not just the surgeons or the allied health,
but also the people who work,
in the back office and making them feel
connected to the kind of patient care experience
that we deliver so they can feel really
good about what they are doing on a
day to day basis.
The neurosurgeons we we look for in our
group, they have to be extremely hardworking.
They need to be technically excellent at what
they do. They need to be patient focused,
and they need to be team players. We
work together hand in hand, and having people
that work and operate together and and help
each other in clinic,
all those things are really important to the
to our our group at this point.
The last thing I'd say is we, currently
participate in national quality registries. That's been a
big part of our group, and we were
actually one of the Vanguard
groups in founding the neurosurgery,
quality outcomes database, in its inception.
And we think that continuing to track patient
reported outcomes is incredibly important because it's one
thing to operate on people and see them
back in clinic,
but it's another thing to really look,
longer term and understand how our care makes
a difference in the patient's lives.
And so those quality,
registry outcomes are very important. Getting the patient's
feedback is something that we continue to strive
to do.
Our group is very focused on clinical care,
education, and research.
We have a research relationship with Purdue University,
and, we have several faculty that do projects
jointly with the with the,
PhDs and, at Purdue University. And then we
also teach
medical students from Marion University, a local,
program here in Indianapolis.
And so I think,
all of these things contribute to our overall
sense of the patient experience and understanding our
mission and trying to stick to that mission
and making sure we don't deviate is our
goals and our plans and and our focus.
Yeah. Absolutely. Thank you so much for those
final thoughts, doctor. This has definitely been a
very informative discussion. So I wanna thank you
so much for coming on, Becker's, and I
look forward to connecting with you again soon.
Absolutely.