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forward slash beckers podcast.

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This is Gracelyn Keller with the Becker's Healthcare

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Podcast, and we are live at the business

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and operations of ASCs.

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I'm joined right now by doctor Chol Kim,

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who is a minimally invasive spine surgeon at

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Excel Spine Center. So, doctor Kim, thanks for

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being here today. We'd love for you to

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take a moment to introduce yourself and tell

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us a little bit more about your work

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in the space.

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Let's see. I've been in practice for about

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twenty two years. I feel really old now.

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It just seems like yesterday.

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I'm board certified in orthopedic surgery,

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and I did a fellowship in spine surgery

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at the Mayo Clinic.

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And I pretty much just take care of

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spine patients

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both in the neck and the back.

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And I started out initially at the university,

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at UCSD Medical Center in San Diego.

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I'm like a San Diego

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Native wannabe because I went to undergrad there,

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then I went to

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residency there, and then I came back there.

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My brother went there. I met my wife

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there. So,

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spent a lot of time in San Diego.

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But for the last sixteen years, I've been

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in private practice.

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And in the last

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two years,

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essentially since the start of COVID, I've

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morphed my practice into

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a somewhat unique practice where

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for me to practice the medicine that I

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do, where I really focus on minimally invasive

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surgery and state of the art surgery, especially

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endoscopic surgery, which is a total pain, but

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more on that later. I couldn't keep up

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with the insurance.

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So, like, my practice now is kind of

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an out of network private pay practice

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where I don't have to do a lot

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of surgeries

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per year.

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I just do the same number of surgeries

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that I've always done. And so

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I have kind of a a niche practice

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now where I take care of

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a few simple problems. Like, I try not

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to do everything. I just try to focus

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on a few surgeries. I try to do

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those surgeries really, really well by being able

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to take my time both with the patients

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and during surgery

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to do the most minimal invasive job possible.

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So,

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I think I have a bit of a

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unique situation in terms

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of my my practice

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compared to most of my colleagues. Yeah. Absolutely.

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Sounds like it.

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And let's start our conversation here talking about

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ASC volume.

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So this is expected to increase by 16%

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all across the country by 2032.

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With this growth, what is the most pressing

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challenge to maintaining a positive

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patient care experience?

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By the way, that

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percent increase, I think, is probably for all

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ASC

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surgeries.

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Yes.

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But I think for spine surgeries, you know,

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we do a lot of spine surgeries. We

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do

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300 and something thousand lumbar fusions per year,

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and probably a significant

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majority of those are just simple one and

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two level fusions.

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And then we do probably

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well over half a million nonfusion spine procedures.

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And

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right now, most of those are still done

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in the hospital even though they really don't

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need to be.

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So the likelihood

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of

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a big change within the spine field, I

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think, is gonna be much more dramatic than

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the overall

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group. I think the same thing will be

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for, like, total joints, but I think the

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anticipated growth

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has to take that into account where it's

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not just the general growth, but there's gonna

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be some pockets in some areas where they're

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gonna grow a lot faster.

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And for me, I guess the question is,

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are we just trying to recreate a hospital

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that does,

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you know, a lot of different specialties, but

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as an outpatient setting, or should we be

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more like

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I don't know. In San Diego, we have

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this

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fast food Mexican restaurant called Roberto's.

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And and this is not a place like

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that anywhere, not even in LA. But they

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just specialize

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in kind of what we call street Mexican

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food. Same thing with Starbucks. I mean, a

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highly specialized,

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consistent,

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efficient

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system.

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So

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I would like to see personally

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surgery centers that may just specialize in spine

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surgery or just two or three subspecialties

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instead of I see a lot of orthopedic

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surgery, gastrointestinal,

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ENT,

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gastric,

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gastric bypass that's called bariatric,

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and even GI.

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And I can't remember if I've mentioned ENT,

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but, I mean, having,

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you know, five, six, seven different specialties makes

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the growth of ASCs kind of,

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in my mind, not as meaningful as if

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we use this opportunity to really subspecialize

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because I just really can't imagine

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how anybody can do better. For example,

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in the outpatient spine setting,

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if you're trying to compete with a

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a center that just does spine compared to

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another center that does, like, two or three

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or four different specialties, it would be very

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difficult to compete within that spine field. So

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I hope

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it's not just about the growth, but about

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a fundamental change in just the way we

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deliver health care.

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Absolutely. And going off of those points that

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you made, I'd love to know what strategies

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have worked for your organization as you tackle

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some of those challenges

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and what recommendations you may have for health

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care leaders looking to stay ahead.

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A lot of

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success

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in the outpatient setting has to do with

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what patients

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are expecting to occur.

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So if if you just let a patient

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decide how long they wanna stay in the

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hospital after any spine procedure, they'll wanna stay

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in for, like, a week because they just

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think it's better even though it's not. They

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just

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you know how sometimes people just don't know

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what's what's good for them because they just

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haven't experienced it yet? Mhmm. And we're the

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experts.

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And so you have to start from the

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beginning

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and establish the expectation that, like, we're doing

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mental invasive surgery here. Everyone goes home, and

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it's better to be home

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and have

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a compelling message to that. I mean, my

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compelling message is that

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sleep is such an important part

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of healing and just feeling comfortable. And

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the best example is you may have gone

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to the most awesome vacation in the most

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beautiful tropical setting, But when you walk in

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through your door and put your suitcases down

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in your living room, assuming you like your

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house, you get that feeling like, oh, it's

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still good to be home.

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And that is an important part of the

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healing process. So that sleep and a bunch

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of other things,

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staying in the hospital just delays things. So

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you you get it from the beginning so

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that patients are expecting minimal

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invasive surgery expecting to go home,

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expecting that to be better of an experience,

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which it should be, but you have to

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actually then

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get the buy in of all the people

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that are participating in the care. Even the

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preoperative nurses, as well as the post op

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nurses, but especially the post op nurses, they

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have to know how to manage all the

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little things things that come up because a

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lot of it has to do with patient

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anxiety. And I get it.

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I mean, when you don't know anything about

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something and it's happening to you, it's really

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scary, especially when you're having spine surgery. So

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there has to be a level of education,

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not just in terms

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of the medicine part of it, but

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the

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the kind of the art of caring for

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patients. I guess the closest thing would be,

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like, in the hotel industry, somebody that, like,

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is really good with customer service and knows

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how to, like, calm people down.

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Yeah. Absolutely.

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Because sick people are kind

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of crazy.

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Like you know?

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And I get it.

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A %. Well, thank you for your insights

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on that topic. Shifting gears just slightly toward

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the financial side, how can leaders ensure their

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staff are well equipped to help patients navigate

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the financial aspects of care, and how does

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this benefit patient provider relationships?

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That is a tough question for me to

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answer because

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I'm in a a strange situation where, as

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the physician,

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not only am I trained, but just in

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my kind of,

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I don't know, my hardwiring, it's really hard

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to, like, take care of a patient

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and try to worry about how much things

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are gonna cost even though

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you have to to a certain extent. But

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I really

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have a hard time dissociating things because

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as I mentioned, you know, my practice is

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kind of geared toward, like, a really high

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level of service where I don't rely on

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what I think insurance should pay me. I

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rely on what I think I should be

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paid for the amount of time and effort

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that I put into it. And and

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when I see a patient in front of

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me, I take care of them like they're

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my own family. And and spine patients can

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be kinda complicated

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because you can't just look at the imaging

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studies to decide. So I would say that,

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really focusing on

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providing the highest quality of service

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and try not to think about the costs

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is the way I go about doing business.

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But I just don't think that that's something

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that is

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for everybody. I I guess I'm just lucky

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and that I have this little,

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like, false world

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that I have to myself right now. But

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I guess that's my long winded way of

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saying I really don't know how to balance

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those two things. And I'm lucky that I

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don't have to because

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I don't I can't imagine anybody can do

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that well. That's gonna require some really smart

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people that knows both medicine

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and, you know, the business of health care.

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Absolutely.

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Well, as we wrap our conversation up today,

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is there any closing remarks you'd like to

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share on the podcast?

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I really am excited about the future of

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the spine field because, you know, as a

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spine surgeon, that's really the only field that

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I know. But I suspect that

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many people that are listening, I suspect that

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even you

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either know someone,

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that has a spine problem.

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And the general thinking is that that's a

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scary proposition.

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The idea that you might might need spine

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surgery

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for most people

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generates

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an unusually high level of fear. Mhmm. And

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it's

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in some ways justified, but in general, most

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spine patients do well. And those patients, they

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kinda forget they had a spine problem. It's

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all the patients that don't have that don't

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do well after spine surgery that they know,

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and most patients are doing horribly. So it

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just seems like no one does well. But

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by and large, we're getting better and better

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and better. And

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as we

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do things more as an outpatient

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and we have the ability to track our

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patients, it's almost

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difficult now to not track our patients because

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our patients are tracking themselves through all these

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digital means.

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So

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the future of spine care is just, I

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think, gonna

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take a a dramatic turn

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for the better.

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And this may sound very egocentric, but

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seems like spine is

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really in need of a great amount of

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improvement, and we're gonna make a big improvement.

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Whereas a lot of the other specialties are

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already pretty dang good. Like OrthoSports

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and total knees and total hips, those are,

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like, some of the best surgeries that we

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do. Spinal fusion surgery,

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I suspect if we just had, like, a

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just a random poll of opinions, they would

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put that at the bottom even though it's

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really not. But

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we're on the cusp of making that so

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much better

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just by

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the new technologies that are coming out,

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which not only includes minimal invasive techniques, but

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with navigation and robotics, it it's all coming

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together,

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combined with the ability to track our results

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for the first time, whether we like it

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or not. And if you don't track your

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results, it's really hard to figure out if

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you're gonna get better or not.

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And when people are tracking you, you tend

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to be a lot more careful, and I

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think that's gonna be an important part of

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the future of the field of spine. And

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it's gonna be a a good future if

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it goes in the direction that I think.

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Absolutely. Well, doctor Kim, thank you for joining

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

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we are live at the business and operations

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of ASCs. Thank you. Thank you.