Podcasts about partners healthcare

Here at the Medicare for All Podcast, we love calling out all the bad actors in our healthcare system – greedy insurance companies, soul-less CEOs in Big Pharma,profit-hungry “non-profit hospitals”, and all our favorite villains. Mostly, we look at the ways those predators target sick people and poor people for exploitation, but today we're looking at what happens when they start fighting each other for a bigger piece of the pie? Specifically, we're going to explore the world of hospital consolidation – that's when smaller hospitals merge to form bigger corporate entities who can battle it out with insurance companies to secure more of patients' healthcare dollars! What does hospital consolidation mean for regular people? No spoilers, but it turns out that when giant healthcare monsters go at each other, much like when Godzilla took on Mothra, it's the rest of us tiny humans who suffer! https://www.youtube.com/live/LXBGMk8HEE8?si=9cIQ6G9wkwMSYLrZ Show Notes Like every major industry in this country, healthcare is full of big corporations that will stop at nothing to get bigger, using the time-honored capitalist techniques of mergers and acquisitions to become HUGE corporations. But, of course, we live in America, where bigger is always better – what could possibly be wrong with bigger, better healthcare companies? We start out this episode with a cautionary tale from Massachusetts that began in 1994, when two of Boston's biggest hospitals merge to create a mega-corporation called “Partners Health,” which over the next two decades bought up… everything. This was a response to a national wave of insurance company mergers and consolidations, which allowed insurers to squeeze both patients and providers under “managed care.” Hospitals, not wanting to be out-squeezed, fought back with their own mergers, ostensibly so they could negotiate with insurance companies. Of course, what actually happened was something much more nefarious – and secretive. In fact, we only know any of this happened thanks to the Boston Globe's illustrious Spotlight reporting team, who dug up the truth in a 2008 article. Basically, in 2000, Dr. Samuel O. Thier, chief executive of Partners HealthCare, and William C. Van Faasen, chief executive of Blue Cross Blue Shield of Massachusetts engaged in an unwritten agreement between the two entities without putting it in writing to avoid legal implications. The agreement involved Blue Cross Blue Shield giving significant payment increases to Partners' doctors and hospitals, and in return, Partners would protect Blue Cross from allowing other insurers to pay less, effectively raising insurance prices statewide. This "market covenant" marked the beginning of a period of rapid escalation in Massachusetts insurance prices, leading to a significant annual rise in individual insurance premiums. Partners used its clout to negotiate rate increases, pressuring other insurers to match or exceed the payment increases given by Blue Cross, leading to cost increases for consumers. In turn, Partners' significant growth and influence in the healthcare industry compounded the impact of this backroom deal, leading to a substantial rise in medical costs in Massachusetts. Partners employed aggressive tactics, resulting in major payment increases benefiting a few powerful hospital companies while leaving others behind. This led to significant payment disparities, with Partners' flagship hospitals earning substantially more than other academic medical centers. Partners is an outstanding example of the evils of hospital consolidation, but it's not an anomaly. This episode was originally inspired by our friends at the Minnesota Nurses Association (shout out to Geri Katz), who last year were fighting a proposed merger of Fairview Health with Sanford Health, two giant corporations with dozens of hospitals and clinics. Fortunately, the nurses and MN patients won this fight - merger talks were abandon...

Today, I am blessed to have here with me Dr Chris Palmer. He received his medical degree from Washington University School of Medicine and did his internship and psychiatry residency at McLean Hospital, Massachusetts General Hospital, and Harvard Medical School. Dr. Palmer leads McLean Hospital's Department of Postgraduate and Continuing Education. In this role, he has developed hundreds of educational conferences, workshops, Grand Rounds, and other professional educational activities, most of them under the aegis of Harvard Medical School. His leadership has transformed the department from a small, subsidized department of the hospital into a flourishing educational program that is now leading mental health education for professionals nationwide. He has held numerous leadership positions in the continuing education field beyond McLean Hospital's program, including serving on leadership, advisory, and strategic planning committees of Harvard Medical School, Partners Healthcare, the Massachusetts Medical Society, and the Accreditation Council for Continuing Medical Education (ACCME). In this episode, Dr. Palmer will delve into various topics including nicotine's effects on mitochondrial function, the cell danger response and its relationship with mitochondria, the impact of stressors on mitochondrial responses, variations in mitochondrial responses among different tissues and cell types, and the concept of energy allocation and optimization within the body's systems. Tune in as we chat about the relationship of Ketogenic Diet and overall health. Join my 90 day heavy metals detox program (6 spots left) http://www.ketokampdetox.com  Order Keto Flex: http://www.ketoflexbook.com -------------------------------------------------------- Download your FREE Vegetable Oil Allergy Card here: https://onlineoffer.lpages.co/vegetable-oil-allergy-card-download/ / / E P I S O D E   S P ON S O R S  Wild Pastures: $20 OFF per Box for Life + Free Shipping for Life + $15 OFF your 1st Box! https://wildpastures.com/promos/save-20-for-life-lf?oid=6&affid=132&source_id=podcast&sub1=ad BonCharge: Blue light Blocking Glasses, Red Light Therapy, Sauna Blankets & More. Visit https://boncharge.com/pages/ketokamp and use the coupon code KETOKAMP for 15% off your order.  Text me the words "Podcast" +1 (786) 364-5002 to be added to my contacts list. [03:22] The Transformative Power of the Ketogenic Diet in Mental Health Long-term adherence to a ketogenic diet can lead to significant health improvements. The ketogenic diet has shown potential in improving mental health conditions such as schizophrenia and bipolar disorder. Weight loss goals can serve as a powerful motivator for individuals with mental health challenges to embark on dietary changes. The ketogenic diet has the potential to reduce symptoms such as hallucinations, delusions, and paranoia in certain individuals. The success of the ketogenic diet in mental health has sparked scientific research and clinical trials, positioning it as a promising approach in the field of neuroscience. [13:08] Mitochondria: Its Intricate Role in Mental Health Mitochondria, often known as the powerhouse of the cell, have far-reaching functions beyond energy production. Mitochondria play critical roles in the functioning of cells, including tasks relevant to mental health. High mitochondrial concentration is observed at synapses, the communication points between neurons. Mitochondria actively contribute to neurotransmitter release and the restoration of ion gradients at synapses. Disruption of mitochondrial function at synapses can impair neurotransmitter release and impact mental health. [21:16] Mitochondrial Dysfunction and Dietary Impact on Health Mitochondrial dysfunction, characterized by oxidative stress, can lead to cell death. The standard American diet high in processed carbs and seed oils may contribute to mitochondrial dysfunction. Adopting a low-carb, high-fat ketogenic diet or practicing fasting can stimulate mitochondrial adaptation and improvement. Fasting and ketogenic diet trigger autophagy, a process that removes defective proteins and promotes cellular renewal. Mitochondrial biogenesis occurs during fasting or a ketogenic diet, leading to an increase in healthy mitochondria and potentially benefiting both metabolic and mental health. [29:20] Mitochondrial Dysfunction and Neuronal Vulnerability Malfunctioning mitochondria struggle to process fuel sources, leading to insufficient ATP production and cellular dysfunction. Glycolysis becomes the alternative energy pathway in cells with dysfunctional mitochondria, resulting in lactic acid buildup and further impairments. Excessive reactive oxygen species exacerbate the cellular struggles, leading to apoptosis in most cells but posing challenges in neurons. Neurons lack programmed cell death (apoptosis) and rely on protective mechanisms, making them highly vulnerable to oxidative stress. Neuronal death and shrinkage can contribute to neurodegenerative disorders like Alzheimer's and Parkinson's disease. [50:14] Nicotine's Effects on Mitochondria and the Cell Danger Response Nicotine, as a stimulant, can enhance mitochondrial function in low doses, potentially improving mood, cognition, and memory. Pure nicotine can be beneficial if used appropriately and in moderation, but excessive use or underlying health issues can lead to harm. Mitochondria play a role in the cell danger response, where they adjust energy production based on perceived threats, such as infections or stressors. Mitochondrial responses to stressors vary among different tissues and cell types, with some increasing energy production and others reducing it. The body constantly reallocates energy resources to optimize overall function, guided by complex coordination between cells, mitochondria, and the nervous system. AND MUCH MORE! Resources from this episode:  Website: https://www.chrispalmermd.com/  Get Dr Palmer's brand new book Brain Energy here: https://amzn.to/3ppQQCH Free Newsletter: https://brainenergy.com/  Follow Dr Palmer Facebook: https://www.facebook.com/ChrisPalmerMD/  Twitter: https://twitter.com/ChrisPalmerMD/  YouTube: https://www.youtube.com/@chrispalmermd4244  Instagram: https://www.instagram.com/chrispalmermd/  Join the Keto Kamp Academy: https://ketokampacademy.com/7-day-trial-a Watch Keto Kamp on YouTube: https://www.youtube.com/channel/UCUh_MOM621MvpW_HLtfkLyQ Join my 90 day heavy metals detox program (6 spots left) http://www.ketokampdetox.com  FREE DETOX TRAINING: https://www.ketokamp.com/Detox-Masterclass Order Keto Flex: http://www.ketoflexbook.com -------------------------------------------------------- Download your FREE Vegetable Oil Allergy Card here: https://onlineoffer.lpages.co/vegetable-oil-allergy-card-download/ / / E P I S O D E   S P ON S O R S  Wild Pastures: $20 OFF per Box for Life + Free Shipping for Life + $15 OFF your 1st Box! https://wildpastures.com/promos/save-20-for-life-lf?oid=6&affid=132&source_id=podcast&sub1=ad BonCharge: Blue light Blocking Glasses, Red Light Therapy, Sauna Blankets & More. Visit https://boncharge.com/pages/ketokamp and use the coupon code KETOKAMP for 15% off your order.  Text me the words "Podcast" +1 (786) 364-5002 to be added to my contacts list. // F O L L O W ▸ instagram | @thebenazadi | http://bit.ly/2B1NXKW ▸ facebook | /thebenazadi | http://bit.ly/2BVvvW6 ▸ twitter | @thebenazadi http://bit.ly/2USE0so ▸ tiktok | @thebenazadi https://www.tiktok.com/@thebenazadi Disclaimer: This podcast is for information purposes only. Statements and views expressed on this podcast are not medical advice. This podcast including Ben Azadi disclaim responsibility from any possible adverse effects from the use of information contained herein. Opinions of guests are their own, and this podcast does not accept responsibility of statements made by guests. This podcast does not make any representations or warranties about guests qualifications or credibility. Individuals on this podcast may have a direct or non-direct interest in products or services referred to herein. If you think you have a medical problem, consult a licensed physician.

When Joel Vengco started his thesis during the third year of a MD-PhD program, it was the beginning of the end of his time in medical school. It changed his career path and kicked-off what he says is a love for data.The field of Big Data didn't exist yet, but it's essentially where Joel was focused. And thanks to a professor who was also the chief scientific officer at Eclipsys (which later merged with Allscripts), Joel had access to extensive datasets to drive his work. He initially found a lot of data in disarray, but he also recognized the future potential for using data to transform the healthcare industry.Joel eventually left medical school in favor of a career chasing healthcare data inside venerable provider and vendor organizations – from Eclipsys and GE Healthcare, to Boston Medical Center, Partners Healthcare, and Baystate Healthcare where he founded the digital health incubator, Techspring. Joel is currently SVP & Chief Information & Digital Officer at Connecticut's most comprehensive healthcare network, Hartford Healthcare.In this episode of Healthcare is Hard, Joel talks to Keith Figlioli about using data to drive healthcare transformation, his strategies for optimizing technology in a provider organization, and his advice for startups and entrepreneurs. Some of the topics they discuss include:Data liquidity. For people who work with big data, the “5 Vs” that guide success – volume, value, variety, velocity and veracity – are well known. But Joel says another attribute that's missing and will be increasingly important is liquidity. He talks about how being able to move data from one place to another is essential for creating ecosystems. He talks about how analytic ecosystems, partnership ecosystems, and even startup ecosystems all require data to move freely.Data literacy. Through his various roles, Joel has seen significant differences in the way organizations use data to make decisions. He describes how some providers monitor data retrospectively, while others are using data more like a payer would, especially when those organizations share risk. He talks about a future where organizations understand data at a deeper level and use it to not just “admire the problem” with reports, but to help make the next decision.Technology through an equity lens. In many ways, technologists and developers are designing the future of healthcare. Joel talks about the responsibilities that come along with that, and how he instructs his team to look at everything they build, design and develop through an equity lens. He also discusses recent developments in artificial intelligence, such as ChatGPT, and the need for guardrails to ensure it's used responsibly.Shifting right. To support the transformation of healthcare, Joel talks about how technology leaders in health systems must move beyond the traditional business of IT. He estimates that the average health system currently invests 90% of its resources on traditional IT work, and only 10% on transformative projects. He calls for a drastic shift and says organizations should get to a place where they're spending 40% on traditional IT and 60% on transformation.To hear Keith and Joel talk about these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.

Reach Media Network has been around the digital signage ecosystem since 2005, and like many of the companies in this sector, its focus and strategy has evolved a lot based on customer needs and marketplace conditions. The Minneapolis-area company got its start as a place-based media network, putting screens in venues on its own dollar, and making that investment back through ad sales. As pretty much anyone who's done a Digital Out Of Home network will confirm, ad sales is hard work, no matter the environment and audience. Reach was generating real money from ad sales, but with a business focused first on screens in community ice hockey rinks, the network's growth potential was finite. For the last several years Reach has been going to market instead as an end-to-end digital signage solutions provider, building up a pile of clients in sectors like corporate and health care ... and realizing reliable, recurring revenues from SaaS licenses. Reach is seeing a lot of success, despite operating pretty quietly, by servicing the hell out of its customer base, and putting a lot of investment into software integrations. I spoke with CEO Darren Wercinski and Kiersten Gibson, the company's EVP for Sales and Marketing. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Darren and Kiersten, thank you for joining me. Can you give me the summary that you would rattle off when someone asked you what your company's all about?  Darren Wercinski: Sure. Thank you for having us on the podcast today. We're excited to finally get to talk to you and share a little bit more about Reach. We actually started in 2005 and I feel really old as I tell stories today, thinking about sort of the company in general, but right now we have over 6,000 clients, and we manage around 30,000 screens. We really run the gamut, from large Fortune 500 clients, we do signage for Hormel, Caterpillar, and a lot of the big companies that you might be familiar with on a lot of college campuses so Northwestern, UCLA, and USC are all of our partners, and then likewise, I guess we've expanded a lot in the healthcare and Mass General and just a lot of industries and verticals.  If you've been in the industry as long as we have, you definitely get customers for every vertical, but the company has about 50 team members right now, we actually have 10 open positions. So we're really growing and we tell this to a lot of our clients that we feel like we're in a sweet spot of just big enough to provide a robust digital signage solution with a budget that we can afford to invest in things, but at the same time, kinda that small focus on customer service and support. Quite honestly, we've been in the industry so long, we've seen lots of things change. Dave, especially you'd know companies have come and gone. Business models have changed. Our own business model has changed and evolved. There's been consolidation in the industry, but as a whole, it's been a lot of fun. It's been a really great ride.  So where do you start and stop in terms of your services? You've got a software platform. Do you do managed services, aftercare, or that sort of thing as well?  Darren Wercinski: We would consider ourselves a full-service solution and what I mean by that is there are some signage companies or CMSs, and that's really what we are, that really focus on just downloading the software and you're good to go and go off and running.  Ours is a little bit different because we do provide the end-to-end solution. So our clients may say, Hey, we want screens, players, the signage, we'll sell them all that and then in addition, we'll actually use install cords to get them up and running and trained. We'll use our own creative team to build all their layouts and assets and really get them up and running from that perspective, along with technical support that's unlimited and account managers help them along the way. That's the way we look at the business of providing that end-to-end solution, which is a little bit different than other people as well. Is that an ask that you're seeing quite a bit in the marketplace?  I get a sense and have for a few years now, that large companies are interested in digital science. They see the benefits and everything else, but they don't wanna fully manage it and they would really prefer to have an outsourced solution that says, “This is what we want, you guys to do it”? Darren Wercinski: I wouldn't say we're an outsource solution. I think that our tool is so easy to use in terms of our content management platform. We try to make it so that clients can easily go in there and update and publish their content. Really, at the end of the day, that's all they really wanna do. So that's why we build the layouts for them, all the integrations, everything, and they can come in and easily manage the content.  Kiersten, what are your thoughts on that? You deal most with the clients.  Kiersten Gibson: Yeah, I would say, it boils down to the service and what the client's looking for. As Darren said, we'll be as hands-on or hands-off as needed in terms of that implementation, getting them up and running, building out everything for them.  In terms of the ongoing managed services, we're not necessarily creating the day-to-day content for them, but we are providing them with the support that they need. So for example, six months down the road, they might have a rebrand, or they might have a whole new group of users, or maybe their content is going stale and they want to get some automated applications into the signage, just so then maybe there's safety messaging or health tips or something like that that we can really assist with and provide that automated content. So I would say it just runs the gamut of what the client's use case is and who they have managing it. I think that's one of the things we've learned, especially with these larger projects. If they don't have that from the beginning, it might be something that they implement in six months and that's where we come in. That's where that support continues to be unlimited and ongoing, and we provide that whole service solution.  Darren Wercinski: I would say that reaches a very hands-on customer focused, client-focused company. We are here to help them. We're here to be flexible with their needs and I think that's really been part of our secret sauce in terms of adding a lot of clients across many industries. Kiersten Gibson: Just the one thing to add to that, with really the shift from our business model, we are SaaS-based and that service at the end is really the thing that we focus on. As Darren said, it's the software, but it's also the service and we provide, both end-to-end solutions that way. Yeah, I was gonna say that I've certainly run into companies through the years, software companies that are very good at sales, but it falls apart in aftercare. They close the deal and they're onto the next one, and they're not really paying much attention to their clients and as a result, you see a lot of attrition, a lot of churn, where end users have a contract with one company for three years, and as soon as that contract is lapsing, they're moving to somebody else because they're not seeing the kind of service they want. Darren Wercinski: Yeah, I mean we love the fact that these companies keep getting bought up by private equity firms and the first thing they cut out is their support. Even though I know you got bought out by a private equity firm, our secret. I'm on our support team, so…  Darren Wercinski: But I mean that for us is good news because it's just that model, which is when consolidation happens, usually support is one of the things to go, and that's where we can differentiate ourselves against bigger competitors and say, listen, they might do some things. They might be bigger, but we're certainly gonna be better on the support side, and we've seen a lot of new customers come over from companies that have and industries that have been left out there and we've swooped in and one I can think of, we just took over Texas A&M from a competitor that was for a number of years and now it's a network of over 400 licenses and they seem really happy with the service and excited to keep expanding.  I'm curious about that one in particular. We don't have to dig into it very much and cause any trouble, but I'm curious when they're making a switch, it's more about service and that sort of thing, as opposed to price, which used to be, and I guess still in the case in some situations where the reason why people switch is that they just wanna trim their budget. Darren Wercinski: Yeah, and I definitely think that and I'll just say the names, I don't care, it doesn't matter. When we go do RFPs against Four Winds or AppSpace or even Spectrio to some degree, it does come down to price and we try to add both the value component and our software, the service component and the price component, we're certainly gonna be under those three in particular, and we try to bring that value equation and lots of references from our other partners who may have used those guys or others in the past, who say, Reach is a great option and they're a little bit less expensive and they frankly do a better job.  I've been aware of Reach for many years now. It's been a little bit confusing because there's a whole bunch of companies out there that use the term ‘reach' if they're associated with media in some way and of course, there's RMG Networks, which confuses things for me.  Darren Wercinski: We actually, at one time, this is very long ago, I think his name was Gary McGuire, correct me if I'm wrong, and so that's how long we've been around. And so we were actually working with Lifetime Fitness and Lifetime Fitness was both working with our Reach and Reach Media Network and RMG and we had even a legal at Lifetime Fitnesses send us each individual contract for the wrong company, so that's how confusing it was and stuff. So we've just been around a long time in space, but really in our roots and I think that's maybe where some people don't know as much about Reach or just our story.  So we actually started out with Mark Klein, my business partner, and co-founder, this was years and years ago, so I think in 2005, we were thinking about a business model that could really attract in sort of the youth sports space and so I was working at Best Buy Corporate at the time in the strategy group, the one thing I realized was going to be a real challenge for Best Buy was the price of Plasma screens, if you can think that far back were gonna collapse. They knew this capacity was coming on in China. We knew the cost of screens was going down and so a $3,000 screen for 50-inch plasma was gonna go to $250 in two years or whatever the number was.  I was thinking about that space. Mark really liked to use Sports space and we decided to actually go with an ad-based model where we would give, in this case, ice arenas, which are big in Minnesota, by the way, in Canada, as you know. We would provide them with the software and the technology that could show their locker rooms, and that was really their pain point because they used to have those white easel boards out that would show you like they'd write on them the locker room assignments. So we actually started and integrated with some software companies that would show the locker room assignments and we'd go out and sell basically local ads to really fund it and so that's how the company grew and grew. Outside of Minnesota and Canada and a little bit on the East coast ice arenas just aren't really that big of a deal, and that's how we started expanding into other verticals, really more fitness-centric, so YMCAs, community centers et cetera, and we grew this ad-based market, and if you know anything about ads, and I think you do, especially in the digital signage, ads are certainly not bought, they're sold and it is a very grinding business. You're cold calling, you're relying on reps to really mow some commission base to go out and sell every year. There's not a huge high renewal rate on ads renewing every year. So that means you're going back into these same locations and trying to resell ads, and I'd say Reach has been a startup twice. So we actually built that business model just through ads and I'll say we think we had about a network of about 500 screens at the time. We built it to about a 5 million local ad business, which in that space is pretty amazing. So I'm always indebted to our ad team who helped build that out. But really at that time, I could see the writing on the wall that, in terms of trying to scale that business, which is next to impossible and actually there were some other companies doing that as well, and about that time, we either got to the point that our good locations or ad locations, they didn't want ads, they just wanted to use our software, and they said, “Hey, we really love your software. We don't want the ads on the screen. Can we just pay you a fee?” And I started thinking, yeah, that sounds great because it's that recurring fee, and at other times, we had ad locations that were terrible and in a bad part of town, or we couldn't sell ads, so we went to them and said, listen, we're gonna close this thing down unless you want to pay a fee and they said, sure, we'd love to, and so we slowly started transitioning our business model and we started getting into more colleges and just using our entire application to solve many of the use cases that we still have today.  Do you do any digital out-of-home stuff now?   Darren Wercinski: We do a little bit just because I'm so damn loyal to all those reps who've helped build the company. So we do still have a little bit of that business, but primarily it's almost everything is geared toward software as a service. At one time, I'll say eight years ago for the platform we had about 20 reps, one IT guy, maybe one other support guy, and the rest were just grinding through ads, and so now we have almost 20 developers and IT people, we have a variety of different teams. Kiersten, you could probably tell me more about how the company's changed over those years.  Kiersten Gibson: Starting out with what Beer Pong lunches on Wednesdays with a group of 10 of us? Darren Wercinski: Those were the good days. Those were the fun days, Dave, where you could just relax at lunch and play some Beer Pong and sometimes the problem was a Beer Pong extended from lunch into the afternoon, into the evening. Kiersten Gibson: There's a lot more structure.  Darren Wercinski: No, there are maybe some good stories. Kiersten Gibson: Yeah, I was gonna say, definitely 10 years ago, that's when I started with the company, I sat next to our one developer. There was one support guy who also installed too. So we still installed the screens for these ad-based facilities, but, the one thing I would say, as Darren said, is we have 20 developers now from the one when I started, but then also just our customer success teams. We always knew that support obviously was a big component. We've always had at least one support person when the company started. But now we have just different customer success teams that we continue to build on. As Darren said, our install coordinators are more or fewer project managers for that implementation. We have an account management team, we have a support team, we have a design team. We're building our marketing. So one of the things that are really exciting, especially what I've been involved in, is not only expanding our clients but building our partnerships, not only with our hardware providers but some of our integrator partners. Like Darren was mentioning with the locker room schedules and everything, just really expanding on that because at the end of the day, building their confidence with us is only gonna help build our client portfolio as well. I found it interesting when you were talking about the locker room schedules, Darren.  Going back to the mid-2000s doing data integration like that, and that's fundamentally what it was, was pretty rare. You would see it in airports on departure screens and so on. But that was pretty much it. So you were doing what I call boring signage, but boring being a good term, going way, way back. Is that still a substantial amount of what you do? Darren Wercinski: The integrations are the key to our entire business, and that's how we also differentiate ourselves in terms of our integration. So it's a skillset and a capability that we built early on, and you're right, you have to think of a way that makes the signage actually useful to your end users and creates value to not only the people seeing your screens, but into the locations, and so they have something that people actually wanna see, and so in our case, our first hook was really around pulling and scheduling information, and we've expanded that into so many different areas. So our capabilities around the integrations are really key. And I know Dave, I've seen in some of your other podcasts, or you even mentioned a little bit about the way you think that some CMSs are too generic in nature and that they should be industry-focused, and I agree with you in one respect, but I think on the other, you have to have a capability that's really meaningful to clients over time, that actually does give you some stickiness and the other thing I was thinking about and why you don't know as much about Reach is I think we took a little bit different path in terms of our own marketing and how we grew a lot of our clients, whereas some other CMSs may have just focused on going to the sort of the industry trade shows, which we went to as well, we would go heavy into a vertical trade show.  So we would find a vertical we like, maybe it's churches or car washes, and we'd start hitting all these industry-specific shows. So we would be the only digital signage company that would be setting up a booth at these kinds of random verticals and it started to really grow because we'd be the only ones there, and you'd start to take on 10, 20, 40, 50 customers. So you develop some capabilities within these industries. So you'd become the car wash guy or you become the church guy, or you become this variety of verticals, and I think that really helped in our growth. Now that we've expanded with so many clients, we don't do quite as much of that anymore, but it's really the way in which we navigated our client growth and our go-to-market strategy.  Yeah, and I think that's really smart. I've written about that a few times, about companies that don't put all of their marketing eggs in the Infocom or the DSE basket. They show up at these weird little shows like airport technology or airport security conference. Yeah, and like you say, you're the one pretty girl at the dance.  Darren Wercinski: Yeah, it's made a huge difference in terms of that, and I think that kinda gets back to our support too. When you start to build these relationships and people refer you and you grow your market space there.  You mentioned, you're doing more work in hospitals and corporate, is that because you've focused on it, or is it just an area that seems to be growing? Darren Wercinski: Kiersten is our EVP of Sales and Marketing, and she is the one that's really talking to the customers and has the most insight. I'm just the one that watches the sales come in, and smiles at the end of the month, hopefully.  And yells at people if they don't come in! Darren Wercinski: Yeah, that's right. I do that. Thank you, Dave. I like that.  Kiersten Gibson: I would say in terms of hospitals and our corporate clients, it wasn't like we were going after that industry by any means. I always think of it as a use case. We could provide the same exact use case for a corporate company that we provide for a hospital, that we provide for education, and my examples always go back to say break rooms. So employee communications, it really doesn't matter which vertical you're in, that use case is pertinent to any type of industry.  I think with Covid, that's where we saw the biggest uptick in corporate and healthcare for us, Mass General was one of the biggest ones that came to us pre-Covid and really working with their Head of IT to build the network within Partners Healthcare, which that's what Mass Journal is a part of. So that's just one example. But in terms of our corporate and employee communications, where we really started seeing it taking off again, going back to those integrations, we really focused on the integrations that were most common amongst our entire client portfolio. So one example is Power BI. We were one of the first CMSs to build a Power BI app that was easily authenticated by pulling their reports and dashboards, we built a OneDrive integration. We built Zoom, WebEx, and Teams integration. So all these are small integrations that they don't have to pay extra for, they can easily do it themselves. That is something, I think that's where we saw our corporate footprint really start to grow. Darren Wercinski: The other thing that's funny about that, because I was on some of those calls, and I was thinking about the Power BI one in particular with the client and they're still our client, they've been with us for five or six years and they've grown quite a bit. We were on the call, and they said, can you do this? And I'm eyeing my Head of IT. His name is Nate Davis. He's outstanding, our chief technology officer, and Nate's always great cuz he says there is definitely a way we can build this, how much it's gonna cost and how much time it's gonna take might be a different thing. But we ended up building this and I committed to the customer at the time, we're gonna get this Power BI app built and we built it in, I'll say four weeks or whatever. But it's a great application and that's kind of the way in which we go to market in terms of if our clients are asking for something and we think we can build it for them and then, and obviously leverage it to other clients as well, that is certainly something we will do to help win some deals and show that flexibility and our willingness to partner with our clients over time. Is that why you have 20 developers? Because it seems like a lot of people for a relatively small company to be focused on development, but there's a lot of work to do those integrations, right?  Darren Wercinski: There is, but that is twofold. One, we have a goal of doubling our revenue in the next two, basically two years. So we feel like we're in a really good spot. We're really aggressive now in hiring people and coming out of Covid and realizing the success that we've had and we'll continue to have. We really wanna hit the accelerator. So I've been spending a ton of money on the team. We're doing a giant CMS rewrite that we're spending almost $2 million on and we're all in to try and take the company to the next level, and I don't even mind telling people this, because it's just part of our vision, a year ago we were at $5 million in recurring revenue and. We had a great year last year and we expect to be at $10 million by the end of 2024. So those are some big aspirational jumps, but that's what we're going for..  And how is this being funded? Is it just out of your own revenues, or are you docked?  Darren Wercinski: I guess I had some original investors. Thank you, mom, my uncle, and my cousins, but it's all been I just raised a little bit of seed money when I first started, this is 2005. We haven't raised money in, I don't know, 10 years, and I bought out a lot of the investors along the way. They literally put in $10,000-$20,000 bucks. It's a lot of money, but relatively speaking, it was small, but I've always focused on making money. So that's the one thing. I never wanted to be beholden to investors or banks or anybody else. I've never taken VC money because I had a vision for the company. I wanted to control it, and I was perfectly fine by the way, running on a path that was different from others, I was fine with incremental or continuous growth and making a profit at the same time and maybe that's why we didn't grow as fast as we could have because I had a budget and I stuck to it. But at the same time, I think it puts you in a much better position.  When you're scrappy all the time, it forces you to do different things, and I'm not saying Kiersten and the team would call me cheap, would you ? Don't answer that!  But I was very prudent, and I really wanted to invest in the things that I thought added the most were the most meaningful for our clients so support and, being flexible with them and trying to, provide free services, like creative and all these things that, that really add value over time. To answer your question, I think our paths have been a little bit different but certainly one, I won't go back on.  Are you getting the phone calls and the emails and, how are you doing from private equity and VC people?  Darren Wercinski: I do, but I don't respond, and it's been nonstop, and actually, so there are different stages in the SaaS company: if you can get to $1 million, you can grind out and do that. If you can get to the $2 to $3 million, that's a win, and when you get to $5 million, it's an interesting thing because private equity and some VCs, start to come hard because they like the model and it's working. They have a lot of cash available too, that's in the industry. So they're trying to make investments and do things. But for me, it was never really about the money or trying to sell. Obviously, we have had the company for almost 20 years, I love the employees. I love what we're doing. I think for me, resetting our goals of trying to double our revenue was really exciting because we also had to redo, we had to add staff. We're adding some new leadership right now in terms of a Customer Success Director to really manage the team and hopefully take our customer success to the next level, and so to me, the challenge is trying to grow that revenue and really redo things in a company and build in new processes that are gonna make us scalable to that $10 million bogey. Put it this way, I'm not gonna be sitting on a beach and Nova Scotia with you, Dave, counting all the cash that you made.  That's right. You wouldn't want to today anyways. It's snowing, although not as bad as it does in Minnesota. I was curious, about one thing you said where you are doing a complete software rewrite, and is that kind of a nod to web services and everything that's emerging with technology right now where you can't just continually build out something, traces back in some respects to 2005. I know a company in the UK that built their platform in I think 2015 and by 2019 or so, they said, you know what, we're tearing it up and we're gonna rebuild just because they could see all the new capabilities out there.  Darren Wercinski: There are two answers to your question. One is: we were getting customer feedback which may have been great by the way. Our NPS score is super and we love that stuff they give great feedback every time that we can really use, and some of it was: It's a little hard to use now. It's a little clunky. It's a little this thing. We love your stuff, and we really needed to just take a look at our c m s and make it easier to use the challenge. So going back when you try and please every customer, you end up building a lot of one-off stuff along the way, and all of a sudden you look at your application, and yeah it's robust, but it's not exactly intuitive because you have to do X, Y, and Z. And we built a lot of this stuff quickly to try and get those deals closed and build it out. So one first part was just, you know what? We need to refresh and reset and get more customer feedback and more UI and UX capabilities into our platform. So that was the trigger number one. The second was: the industry's changing too, by the way. It's not just signage on a screen anymore. You have to be able to reach people outside of your traditional office setting or facilities, and so we've spent more time trying to make our application flexible so people from home can see our digital signage on their computers through teams or through websites digital signage, or just a more flexible approach to meet people because they're not always coming into the office anymore. And the communications team still wants to reach people. We just wanna be a more flexible platform to do that.  Kiersten, do you have any additional thoughts on that? I know you talked to the clients quite a bit.  Kiersten Gibson: I was gonna say, going back to when I started too, one thing you might not know about me, Dave, but Darren hired me as our project manager for our mobile application that he thought was really gonna take off Darren Wercinski: You test and you'll learn, okay, Dave, you test and you learn and you evolve. I have no problem making mistakes, a lot of mistakes, and learning from them.  Kiersten Gibson: So learning how to code without having a degree in coding was very interesting. But we did it. But no, I would say, one thing I've learned over the years is, we tried to add on all these additional solutions. What we learned was we can't be everything to everyone and really focus on what we're good at, which again goes back to that digital signage. But we do have these additional solutions we still support. The mobile app still brings us a decent amount of revenue. So our mobile application that employees can download to view more information, it can be, again, going back to those fitness centers, maybe they're viewing schedules, things like that. But what we've really tried to push people towards is, like Darren said, the website digital signage, where it's say, embedded in their intranet.  So they can push the same messaging from their digital signage into the website. So remote employees can view the same messaging and it's right there too. So you're not expected to say it's a screensaver. It's not something that a particular employee can disable. It's something that they're forced to see because they have to go on their intranet every day. So I'd say that's what we've seen. It's just kind of an add-on to their digital signage network if you will.  Are you finding that the average customer is more equipped with knowing what they want and how they're going to use it than in the past when, I'm sure, 10 years ago the conversations you had were just explaining what the hell digital signage was and I assume now that they know exactly what it is and they know how they wanna use it?  Darren Wercinski: Yeah, if you think about it, I'll say even five years ago, we used to sell a hell of a lot more hardware in this all-in-one solution where we would sell them the screen, the media player, the installation, the mounts, we'd sell all because that's all they knew, and so over the last couple years, our hardware has gone way down, which is awesome because that's one industry we don't want to be in, and we're repurposing a lot of stuff. So we repurpose some competitors' players at times, we start to just sell more software and it's already set up as well where we're just replacing stuff that they have. I am also curious about AI and how that plays a role in future development, or does it?  Darren Wercinski: For us? Not really. I can't say that's been a question, I know there are other companies out there that actually do that. They may be more retail-centric or whatever. I wouldn't say retail's a huge industry for us because there are certain things that other companies do better than us. We have not spent any time really thinking about AI. We're really trying to focus on trying to expand our “reach” outside of the traditional office setting through those applications that Kiersten had just mentioned.  Yeah, I know all the AI stuff for digital science to date has been focused on computer vision, but I could imagine all kinds of capabilities around content production, smart scheduling, smart triggering, and all that sort of stuff down the road. But it's still just evolving right now.  Darren Wercinski: Yeah, and it's just a capability. As Kiersten mentioned, we can't be everything to everybody, and we're really trying sort of stick to that.  Reach has been notoriously famous for creating applications that were about 80% done, we would get them to work, but we never really got that full implementation, and communication out to the client. So that's actually the one thing that I changed last year in terms of the beginning of 2022, maybe it's all my fault, but it was a direction we set where we really were trying to always, and now it's like no, let's just hit the pause button, let's do things that are meaningful, let's say things that are purposeful that our clients are asking for, and that we can communicate back out. And so that was one of the big shifts that we made at the beginning of last year, and to get user feedback, we would build stuff sometimes with basically never talking to our clients or assuming what they wanted, and then it would sometimes be right but sometimes be wrong, and so we really hit the pause button and changed our strategy around real development, and that's also why I think we added seven developers last year and just changed some processes. As I said, these are big investments in space.  All right. This has been great. If people want to know more about your company, where do they find you online? Kiersten Gibson: Yeah, you can find us on our website. There is a contact us form that they can fill out to learn more. So our website is reachmedianetwork.com  As opposed to the four or five other Reach Medias that you'll find if you Google it?  Kiersten Gibson: Reach Media Network Digital signage. Darren Wercinski: You know what's funny? One last thing is we were actually BroadSign's second or third customer, just to give you a sense of how long we've actually been in the space. RIP Brian Deseo because I was sorry to hear that. But I remember working with Brian and they were actually out in Idaho at the time, that's how long ago it was. But I just thought about it, thinking about the company and our journey over the years to see Broadsign where they're at and where we're at. But we actually were the second or third customer way back in 2000.  Back in the day, yeah. All right. Thanks again for taking the time with me. Darren Wercinski: Appreciate it, Dave. We look forward to seeing you at your next party.  Kiersten Gibson: Thanks, Dave. 

This week on the Race to Value you will hear from Dr. Neil Wagle, the Chief Medical Officer at Devoted Health. This is a company we have been wanting to profile on the podcast for quite some time! Devoted Health is a healthcare company that designs Medicare Advantage plans for seniors; however, they are so much more than just a MA plan. Devoted Health has built a different model of care that starts with knowing their members on a personal level and earning their trust. By focusing on each member as a person and not as a chart, they are able to provide the best quality care for older Americans through an all-in-one healthcare solution combining the MA plan, access to high quality local providers alongside virtual and in-home care, and full-service guides—with world-class proprietary technology powering it all. This company is a leading innovator in value-based care. Dr. Neil Wagle knows a thing or two about transforming healthcare. He is an internal-medicine physician by training, spent six years at Partners Healthcare (now Mass General Brigham) leading the health system's efforts to improve the quality of care for patients. In 2017, he joined Devoted Health, a $12.7 billion health-insurance startup. As its chief medical officer, he's spearheading the development of a model of care aimed at improving the health of older Americans by getting them the right care at the right time while saving costs for the US healthcare system. In this episode, we discuss clinician burnout and moral injury, post-pandemic recalibration of the healthcare system, virtual care delivery, the benefits of a fully-integrated technology platform, health equity transformation, creating a virtual “Blue Zone”, patient-reported outcome measures, activation of chronically ill patients, and the importance of company culture in delivering relationship-based care. Episode Bookmarks: 01:30 Introduction to Dr. Neil Wagle, the Chief Medical Officer at Devoted Health. 03:45 Dr. Wagle provides his background as a “synthesizer between medical-scientific world and the business world.” 04:15 Inspiration and mentorship from Dr. Tom Lee and being a part of Mass General Brigham's first value-based contract. 04:45 “We'll probably lose $70m in the first year, but we're moving to value-based care because it is the right thing for patients.” 05:45 A chance coffee meeting with Ed Park led to the “ridiculously challenging” quest to build a system that could radically transform healthcare! 07:00 Provider burnout and moral injury is one of the major crises in healthcare (along with rising costs and inadequate care for aging Americans). 08:45 Dr. Wagle on how the pandemic has exacerbated moral injury and why we need to return to the altruistic underpinnings of medicine. 09:30 “The ability for physicians to connect with others has been decimated by overbooked 15-minute visits.” 09:45 How documentation requirements in fee-for-service medicine robs providers of “pajama time” with their families. 10:00 The Great Resignation in healthcare is being driven by the perpetuation of the fee-for-service business model. 10:30 Resolving the three crises of healthcare (i.e. Provider burnout, aging population, and rising healthcare costs) through care delivery transformation. 11:00 The good news in VBC: providers want to practice medicine in this way and patients actually have better outcomes with lower costs! 11:45 “You have to be able to monetize fewer hospitalizations. If you can't, the value-based model of care won't work financially.” 12:30 The emotional fuel of seeing better patient outcomes in VBC drives continual value-based care transformation. 13:00 The new wave of healthcare consumerism from the pandemic is causing a much-needed recalibration of care delivery. 14:00 “COVID exposed cracks in our fee-for-service model…” 15:45 “Value-based care is actually the ideal home for virtual care services because you don't have to worry about over-utilization.” 16:00 Dr.

Meet John Glaser, Ph.D.:John Glaser, Ph.D. is an Executive in Resident at Harvard Medical School and recently published “Advanced Introduction to Artificial Intelligence in Healthcare.” Previously, Dr. Glaser joined Cerner Corporation as an Executive Senior Advisor, due to their acquisition of Siemens Health Services, where he was CEO. Prior to that, he served as the CIO for Partners HealthCare, now known as Mass General Brigham. Dr. Glaser sits on multiple boards of directors including the Scottsdale Institute, NCQA, and Forbes Health Advisory Board. Key Insights:John Glaser is a thought leader in the field of healthcare IT. He explores what leaders must know as AI becomes more prevalent in the healthcare industry.  Defining AI. Dr. Glaser defines AI as a machine that perceives its environment, and based on that perception, takes steps to maximize chances of success. One type of AI is deep learning, which is when a machine is fed large amounts of data and can then output an interpretation of new data.Data Challenges. AI rests on data. Data may need to be cleaned before use, adding extra steps. Data may be skewed or biased, potentially introducing ethical concerns. Healthcare adds an additional challenge of validation as doctors don't always agree on diagnosis given the same data. Implementation. Dr. Glaser recommends the CIO or CDO put together a multidisciplinary AI committee that evaluates potential AI products and selects a certain number to pilot. The committee can define who is accountable for conducting and tracking the pilot, but ultimately the entire C-suite is accountable for AI support and implementation.  Relevant Links:Check out Dr. Glaser's book “Advanced Introduction to Artificial Intelligence in Healthcare”Check out articles written by Dr. Glaser in the Harvard Business Review

In this episode, Adam Landman, MD, Chief Information Officer of Mass General Brigham (MGB), formerly Partners Healthcare, talks about the four distinct user groups that Mass General's digital engagement programs have identified and prioritized for improved experiences. In addition to fast and convenient patient experiences, Mass General's digital programs focus on the needs of diverse […]

In this episode, Adam Landman, MD, Chief Information Officer of Mass General Brigham (MGB), formerly Partners Healthcare, talks about the four distinct user groups that Mass General's digital engagement programs have identified and prioritized for improved experiences. In addition to fast and convenient patient experiences, Mass General's digital programs focus on the needs of diverse […]

Join us for another thrilling episode of GlideChat as Michael Lombardo and Aaron Johnson, GlideFast's CTO, take a trip down memory lane. From their early days at Partners Healthcare to being pioneers at GlideFast, they share stories, insights, and a few laughs. Discover the secrets behind GlideFast's success, the evolution of ServiceNow, and why teamwork and a culture of shared knowledge make all the difference. Buckle up for a journey through IT history, growth, and the unique spirit that defines GlideFast.

Special guests: Alan Ehrlich, Executive Editor at DynaMed and an Associate Professor in Family Medicine at the University of Massachusetts Medical School in Worcester Bio: Alan Ehrlich, MD, FAAFP is the Executive Editor at DynaMed and an Associate Professor in Family Medicine at the University of Massachusetts Medical School in Worcester. He is board certified from the American Board of Family Medicine and a Fellow of the American Academy of Family Physicians. Alan graduated from Rutgers New Jersey Medical School in 1984 and completed his residency at the University of Massachusetts Medical Center in 1987. He is involved in the teaching of Evidence-Based Medicine to third year medical students and writes the Evidence-Based Medicine column for Clinical Advisor magazine.  Eileen Yoshida, Deputy Editor of Medication and Clinical Informatics, EBSCO Health Bio: Eileen Yoshida is the Deputy Editor of Medication and Clinical Informatics at EBSCO Health. In this role, she leads the medication and clinical informatics strategies for the organization. Eileen brings over 25 years of experience in the healthcare industry, most recently leading the Clinical Knowledge Management and Decision Support team at Partners HealthCare. Previously, she served with Capgemini as an EHR implementation strategist and with the University of Chicago Hospitals in a special project's role. Eileen has extensive experience in clinical informatics, EHR implementation, healthcare          consulting and clinical pharmacy and is a published author and speaker on clinical decision support. She holds a degree in Pharmacy from the University of Toronto and a master's in business administration from the Kellogg School of Management at Northwestern University.  Research: Report from HIMSS19: Novel Techniques to Combat the Opioid Misuse Epidemic Courtney Holmes, RN, Executive Clinical Consultant, IBM Watson Health Bio: Courtney Holmes is a Clinical Program Director supporting IBM's Micromedex solution suite, as well as an Executive Clinical Consultant with Watson Health. Courtney focuses on providing clinical leadership in the sales and development of cognitive solutions and engagement with key stakeholders to support meaningful use of Watson Health solutions. She provides subject matter expertise for the Healthcare. Provider Segment. This includes providing strategic and clinical expertise to ensure high value development/improvements and intuitive, seamless clinical workflow design. Courtney collaborates among global product offerings teams to ensure clinically relevant approaches to client engagements, and leads Watson Health solution sales activities through client briefings, demonstration of solutions, workshops and other formats as needed.  Ms. Holmes joined IBM in 2018 and brings 17 years of extensive oncology nursing experience to the team. Her experience ranges from direct clinical care at some of the top hospitals in the country, to developing the nurse educator program for a large pharmaceutical company and leading a team of nurses in her region. Courtney spent time building strong customer relationships with key nursing organizations, targeted accounts, and other identified key customers. She also focused on providing clinical expertise and support to sales to optimize overall customer experience, as well as helping facilities achieve better patient outcomes by improving overall quality of care and providing insight on best practices. Blog post: https://www.ibm.com/blogs/watson-health/how-ai-infused-clinical-decision-support-may-change-medicine/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Special guests: Alan Ehrlich, Executive Editor at DynaMed and an Associate Professor in Family Medicine at the University of Massachusetts Medical School in Worcester Bio: Alan Ehrlich, MD, FAAFP is the Executive Editor at DynaMed and an Associate Professor in Family Medicine at the University of Massachusetts Medical School in Worcester. He is board certified from the American Board of Family Medicine and a Fellow of the American Academy of Family Physicians. Alan graduated from Rutgers New Jersey Medical School in 1984 and completed his residency at the University of Massachusetts Medical Center in 1987. He is involved in the teaching of Evidence-Based Medicine to third year medical students and writes the Evidence-Based Medicine column for Clinical Advisor magazine.  Eileen Yoshida, Deputy Editor of Medication and Clinical Informatics, EBSCO Health Bio: Eileen Yoshida is the Deputy Editor of Medication and Clinical Informatics at EBSCO Health. In this role, she leads the medication and clinical informatics strategies for the organization. Eileen brings over 25 years of experience in the healthcare industry, most recently leading the Clinical Knowledge Management and Decision Support team at Partners HealthCare. Previously, she served with Capgemini as an EHR implementation strategist and with the University of Chicago Hospitals in a special project's role. Eileen has extensive experience in clinical informatics, EHR implementation, healthcare          consulting and clinical pharmacy and is a published author and speaker on clinical decision support. She holds a degree in Pharmacy from the University of Toronto and a master's in business administration from the Kellogg School of Management at Northwestern University.  Research: Report from HIMSS19: Novel Techniques to Combat the Opioid Misuse Epidemic Courtney Holmes, RN, Executive Clinical Consultant, IBM Watson Health Bio: Courtney Holmes is a Clinical Program Director supporting IBM's Micromedex solution suite, as well as an Executive Clinical Consultant with Watson Health. Courtney focuses on providing clinical leadership in the sales and development of cognitive solutions and engagement with key stakeholders to support meaningful use of Watson Health solutions. She provides subject matter expertise for the Healthcare. Provider Segment. This includes providing strategic and clinical expertise to ensure high value development/improvements and intuitive, seamless clinical workflow design. Courtney collaborates among global product offerings teams to ensure clinically relevant approaches to client engagements, and leads Watson Health solution sales activities through client briefings, demonstration of solutions, workshops and other formats as needed.  Ms. Holmes joined IBM in 2018 and brings 17 years of extensive oncology nursing experience to the team. Her experience ranges from direct clinical care at some of the top hospitals in the country, to developing the nurse educator program for a large pharmaceutical company and leading a team of nurses in her region. Courtney spent time building strong customer relationships with key nursing organizations, targeted accounts, and other identified key customers. She also focused on providing clinical expertise and support to sales to optimize overall customer experience, as well as helping facilities achieve better patient outcomes by improving overall quality of care and providing insight on best practices. Blog post: https://www.ibm.com/blogs/watson-health/how-ai-infused-clinical-decision-support-may-change-medicine/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Meet John Glaser, Ph.D.:John Glaser, Ph.D. is an Executive in Resident at Harvard Medical School. Previously, Dr. Glaser joined Cerner Corporation as an Executive Senior Advisor, due to their acquisition of Siemens Health Services, where he was CEO. Prior to that, he served as the CIO for Partners HealthCare, now known as Mass General Brigham. Dr. Glaser sits on the board of directors for the Scottsdale Institute, NCQA, and Forbes Health Advisory Board.Key Insights:John Glaser is a thought leader in the field of healthcare IT. He has decades of experience and has watched the field grow as well as being instrumental in its development. Collaboration. A recent article proposed moving the IT function under business units; however, Dr. Glaser sees that as a risky response to a performance problem. Better performance can be achieved through collaboration: when an IT group and business group work together, teach each other, and hold each other mutually accountable. (14:52)Interoperability. All industries face limits in interoperability. The best way to achieve interoperability is to focus on a limited set of transactions, clear business cases, and create a body that brings all players together to refine the details. (25:32)The Consumer. In a recent article in the Harvard Business Review, Dr. Glaser dives into 5 key principles to improve the patient experience with digital technology. One of those principles is to remember that patients are consumers. Healthcare systems need to provide great medical care as well as a good consumer experience. (32:12)Relevant Links:Read “5 Principles to Improve the Patient Experience” by John Glaser in the Harvard Business ReviewCheck out other articles written by Dr. Glaser in the Harvard Business ReviewRead other research and articles written by Dr. Glaser  

Alex Weatherall – US Navy Veteran, Cost Consultant, Supply Chain Strategist, Entrepreneur, and Principal Consultant with Expense Reduction Analysts - former anti-submarine warfare helicopter pilot.He earned an MBA at the UVA's Darden School of Business, and then embarked on a 28-year career in supply chain with companies including Wegmans, Office Max, Staples, Partners Healthcare and Mass General Hospital.In his current role Alex is a Principal Consultant for Expense Reduction Analysts.Winning Business Radio is broadcast live Mondays at 4PM ET.Winning Business TV Show is viewed on Talk 4 TV (www.talk4tv.com).Winning Business Radio Show is broadcast on W4CY Radio (www.w4cy.com)part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com).Winning Business Radio Podcast is also available on Talk 4Podcasting (www.talk4podcasting.com),iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.

Growing Your Influence using Books and Podcasts   Publish. Promote. Profit. with Rob Kosberg Episode 039 Ed Evarts   With extensive experience in innovative leadership and management, Ed Evarts possesses the ability to build awareness, create action, and deliver results. He has partnered with key leaders in biotechnology, business-to-business services, financial services, healthcare, and government services. His clients include Biogen, Blue Cross Blue Shield, The Boston Foundation, Bright Horizons, Constant Contact , Covidien , Dyax Pharmaceuticals, Eaton Vance, edX, GMAC, Harvard Business School Program for Leadership Development, Harvard Pilgrim Healthcare, ICIC, Johnson & Johnson, Keurig, Kronos, Lahey Health, Liberty Mutual, Ortholite, Partners Healthcare, Suffolk, Takeda Pharmaceuticals and Vertex Pharmaceuticals.  Ed also coached international executives in the Program for Leadership Development at Harvard Business School. His clients included business professionals from countries such as Brazil, Bulgaria, Columbia, Denmark, India, Ireland, Japan, and Russia. following the first sentence. In his former role as President of the New England Chapter of the International Coarch Federation (ICF), Ed was deeply involved in advancing the coaching profession and serving as a non-profit leader.  Ed has held leadership roles at Iron Mountain, the (former) Federated Department Stores, and the (former) May Department Stores. As a coach and as a human resources executive, he has supported leaders at all levels of an organization, in a variety of high- impact business areas including account management, engineering, finance, human resources, information technology, legal, marketing, product development, product management, operations, and sales.  Known for his business acumen, his ability to resolve complex human relations issues, and his genuine and responsive style, Ed has partnered with many managers, leaders and business teams to explore clarity and communication, and traverse conflict and change.  He holds a bachelor's degree in Business Administration from the University of Arkansas and received a Certificate in Applied Project Management from Boston University. His 360° certifications include Benchmarks and 360 By Design from the Center for Creative Leadership, the Leadership Versatility Index, and Lominger's Voices. Ed is a qualified administrator of the EQi2.0 Emotional Intelligence assessment, Team Emotional Intelligence Survey, the Hogan Assessment Series, Raise Your Visibility Indicator, TypeCoach Verifier, the Myers-Briggs Type Indicator instrument, and the FIRO-B Interpersonal Orientation assessment.  He is a Professional Certified Coach with the ICF and a Board Certified Coach with the Center for Credentialing and Education. Ed is a member of the National Speakers Association, a volunteer coach for the Babson College Coaching and Leadership & Training Program, and the weekly team moderator at the Senior Human Resources Network.  Listen to this informative Publish. Promote. Profit. episode with Ed Evarts about growing your influence through writing books and hosting podcasts.   Here are some of the beneficial topics covered on this week's show: How the simple answers are not all it takes to become a good leader. How empathy and demonstrating curiosity with those around you in the workplace creates an environment for success. How dealing the hand you are dealt instead of placing fault can prove to be a winning strategy. How writing a book and hosting a podcast enables you to help and reach others you might have otherwise been unable to, ultimately expanding your influence and success. Connect with Ed: Links Mentioned: www.excellius.com Guest Contact Info: ed@excellius.com Twitter @edevarts LinkedIn linkedin.com/in/edevarts Connect with Rob: Website bestsellerpublishing.org Twitter @bspbooks Instagram @bspbooks Facebook facebook.com/bestsellerpub YouTube youtube.com/c/BestSellerPublishingOfficial Learn more about your ad choices. Visit megaphone.fm/adchoices

Poor oral health has a direct link to high risk of chronic diseases like diabetes and heart disease. It contributes to depression, poor maternal health outcomes, and death. Research shows that it increased the risk associated with COVID-19. Yet we treat oral health as being separate from “healthcare”. 65 million Americans lack dental coverage and even Medicare provides no oral health benefits to our seniors.  Worse yet, this lack of coverage contributes to healthcare disparities as black adults are nearly seven times more likely to have an unmet dental need than white adults. But where there are problems there are opportunities. Today we're talking with Dr. Myechia Minter-Jordan, an MD, MBA, community health champion, and the President and CEO of the newly formed CareQuest Institute for Oral Health. Myechia shares with us how her role as the head of a Federally Qualified Health Center (FQHC) helped her see the gaps in our system and the extraordinary benefits of integrating oral health into primary care delivery. Better yet, those benefits extend far beyond a moral imperative. There is a clear business case for integrating oral health in a more holistic health delivery system. Myechia breaks it all down for us, plus much more including:   Why oral health has been treated separately from healthcare. How oral health integration compares to behavioral health integration (which is already leading to improved outcomes and lower overall costs). The many ways CareQuest Institute is moving the needle including grants, research, innovation, and social impact investing. How entrepreneurs and startups can work with CareQuest Institute and why they will be launching the CareQuest Innovation Partners initiative to drive this. The need for teledentistry. The ways oral health and the COVID crisis have impacted one another. How ACOs, Direct Contracting Entities, and other risk-bearing organizations can benefit from oral health integration. The opportunity for dentists to rethink their own practice and begin to support primary care (and get reimbursed for it). How to foster relationships between dentists and primary care providers. Plus, we discuss The New Commonwealth Racial Equity and Social Justice Fund (NCF).     Myechia Minter-Jordan, MD, MBA Myechia Minter-Jordan, MD, MBA, serves as the president and CEO of the CareQuest Institute for Oral Health. A physician and business executive, Myechia leads a dynamic team of professional and clinical experts committed to building a future where every person can reach their full potential through excellent health. Through Myechia's leadership, CareQuest Institute operates as a catalyst for systems change, bringing forth ideas and solutions to create a more equitable, accessible, and integrated health system for everyone. CareQuest Institute collaborates with a wide range of partners to achieve its mission — to improve the oral health of all — through work in grantmaking, research, health improvement programs, policy and advocacy, and education, as well as leadership in dental benefits, care delivery, and innovation advancements. Myechia also continues to shine a national spotlight on the importance of ending deep social inequity. In 2020, Myechia joined 18 other Black and Brown executives in Massachusetts as a founding leader of The New Commonwealth Racial Equity and Social Justice Fund (NCF) to provide philanthropic support to community groups and coalitions fighting systemic racism and racial inequity in the Commonwealth. Originally seeded with $20 million, the NCF aims to raise $100 million. Before joining CareQuest Institute, Myechia served as chief medical officer and CEO of the Dimock Center, one of the largest community health centers in Massachusetts. During Myechia's tenure, Dimock was recognized as a national model for comprehensive, integrated health and human services. As CEO, Myechia formed partnerships with world-class institutions to advance person-centered care, including Harvard Medical School, Beth Israel Deaconess Medical Center, and Partners HealthCare. Prior to Dimock, Myechia worked for Johns Hopkins Medicine as an attending physician and instructor of medicine. Myechia also invests personal time in her community, serving on several boards and committees, including BlueShield of California, The Boston Foundation, Harvard School of Dental Medicine, Harvard Pilgrim Health Care, and the Isabella Stewart Gardner Museum. Previously, she held appointed positions for influential agencies, including the Massachusetts Health Planning Council Advisory Committee and the City of Boston Public Health Commission. Myechia earned her doctor of medicine degree from Brown University School of Medicine and a master of business administration degree from the Johns Hopkins University Carey School of Business. She also received honorary doctorates from Northeastern University and Newbury College.   About CareQuest Institute for Oral Health CareQuest Institute for Oral Health is a national nonprofit championing a more equitable future where every person can reach their full potential through excellent health. We do this through our work in grantmaking, research, health improvement programs, policy and advocacy, and education as well as our leadership in dental benefits, care delivery, and innovation advancements. We collaborate with thought leaders, health care providers, patients, and local, state, and federal stakeholders to accelerate oral health care transformation and create a system designed for everyone. To learn more, visit carequest.org.     Twitter: @CareQuestInst Instagram: carequestinstitute LinkedIn: CareQuest Institute for Oral Health Website: https://www.carequest.org/   Additional Resources and Links   Research Report: A Coming Surge in Oral Health Treatment Needs CareQuest Institute is set to release a series of reports in the coming months that provide in-depth analysis of the results of a comprehensive national survey aimed at understanding oral health equity in the US. They released their first report earlier in April that looks specifically at the impacts of the COVID-19 pandemic on our oral health and overall health systems.    Key findings: Roughly 6 million adult Americans have lost their dental insurance due to the pandemic   Nearly two-thirds of them have a symptom that is frequently linked to oral diseases, such as tooth decay and periodontal disease.    Many others have canceled or put off important preventive care in the last year – 28 million people have delayed care because of concerns ranging from cost and lacking insurance to risk of exposure to the virus.     The data also reinforces what became very clear early on in the pandemic: low-income individuals, those living in rural areas, and families and communities of color have been disproportionately impacted by this virus. In fact, 60% of Black respondents said they knew someone personally who has died from COVID-19. Across all demographic groups, the higher a respondent's income level the less likely they were to know someone who has died from COVID-19.      Additional statistics on inequities in oral health care   Poor oral health has a direct link to higher risks of chronic illnesses, including cardiovascular disease, diabetes, asthma, and more. It also leads to greater instances of depression and other mental health diseases.      Over 65 million Americans lack access to dental coverage prior to the pandemic, four times the number of people who are medically uninsured.    Americans in poverty are 2.5 times more likely to have an unmet dental need due to lack of insurance. Black adults are 68% more likely to have an unmet dental need than white adults.    Nearly 4 in 10 Black and Latino adults reside in 14 states where Medicaid's adult dental benefits cover no services or emergency-only care.      Press Release: New National Nonprofit Will Battle Inequity in Health Care     The #HCBiz Show! is produced by Glide Health IT, LLC in partnership with Netspective Media. Music by StudioEtar

On this episode of Health+Tech, hear from healthcare IT executive John Glaser discussing key issues in the digital health space. John is a former senior vice president of Population Health at Cerner Corporation, and a former CEO of Siemens Health Services. Before that, he was CIO at Partners HealthCare and senior advisor at the Office of the National Coordinator for Health Information Technology. He also serves on the board for a number of healthcare organizations. For more about the series, please visit: https://www.mcguirewoods.com/healthtech

Rosemary Sheehan has been with Mass General Brigham, formerly Partners Healthcare, for 21 years. In this episode, she talks with Dave about the overwhelming onset of the COVID-19 pandemic for essential employees at each of their hospitals, and their resolution to work as one by sharing resources and communicating safety protocols. Rosemary shares HR's role in supporting employees so they can better care for patients. She also discusses launching a new name for their system of hospitals during a pandemic, as well as their future goal to role out their new United Against Racism Platform, beginning with leadership. This is an insightful, relevant discussion that listeners will be captivated with, both by way of topics as well as Rosemary's deep devotion to the mission of Mass Gen Brigham to develop the sciences that will cure a multitude of illnesses.

Before the term Value Based Care existed, Blue Cross Blue Shield of Massachusetts (BCBSMA) unveiled one of the nation’s first risk-based payment models – its Alternative Quality Contract (AQC). Patrick Gilligan joined BCBSMA in 2007 to oversee the AQC’s rollout after spending nearly 14 years negotiating contracts on the provider side at Partners Healthcare (now Mass General Brigham). He left BCBSMA for a three year stint at CVS, where he led health system alliances, and is now back at Massachusetts’ largest private insurer as chief commercial officer where he is responsible for all market-facing functions for the health plan and its 2.8 million members.This episode of Healthcare is Hard taps into Pat’s unique view of the healthcare market that spans payer, provider, and pharmacy/PBM. He talks to Keith Figlioli about the market factors influencing the cost and quality of healthcare, and shares a payer’s perspective on current challenges and the path ahead. They dive into a number of topics including: The downstream impact of deferred care: While the COVID-19 economy translated into nationwide job losses – and therefore a reduction in BCBSMA’s membership – the slowdown in elective services is the more challenging, complex, and long-term issue for payers. Like many other payers, BCBSMA issued rebates to its customers and members in 2020 as a result of lower than anticipated health care costs during the COVID-19 public health emergency. Pat talks about the necessity of managing risk over the long term and the expectation for higher future costs that all payers will have to navigate.Elements of VBC success: When Pat first joined BCBSMA to introduce the Alternative Quality Contract (AQC) to providers, he insisted on sharing both upside and downside risk from the outset. Pat credits the universal approach to risk sharing as an element of AQC’s success. He also points to the long-term nature of the contracts BCBSMA offers to providers. A traditional one- or two-year contract can make it difficult for providers to fundamentally change their business – particularly as government rules change – so BSBSMA has entered into three-, five-, and even seven-year AQC agreements. Lastly, he talks about the importance of sharing data, identifying gaps in care, and truly working together once payer and provider interests are aligned.Unintended consequences of integrated models: As the lines blur between payer and provider, Pat warns of the potential for losing sight of the mission to improve affordability and quality. He uses pharmacy benefits managers (PBMs) as an example, and how a company like CVS which is traditionally a pharmacy that now operates an integrated model, will make more money prescribing than managing care. He talks about being careful to not deviate too far from what the expertise of a health plan should be and always focusing on the best interest of employers and customers.The end goal of experience: Throughout the conversation, Pat returns frequently to the theme of patient/member experience. He talks about driving better experiences through deeper partnerships and how every player in the market offers something important. This includes payers and providers recognizing each other’s core competencies, but also considering where consumer-savvy and digital-first managed care providers are trying new approaches that everyone can learn from.To hear Patrick and Keith talk about these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.

It has been a few months since we have discussed workplace policies surrounding testing on this podcast. Since that time, testing has become much more widespread and available. In this episode, we will discuss what testing methods have been most effective, and what testing will look like next year. We are pleased to have back on the show today Dr. Sree Chaguturu, Chief Medical Officer for CVS Caremark (https://www.caremark.com/), the pharmacy benefits management business for CVS. He focuses on enhancing the quality of services provided to millions of its members and patients, while also contributing to the overall mission of CVS Health. Most recently, he was Chief Population Health Officer at Partners HealthCare. In this role, he led the system’s accountable care organization, one of the largest in the nation serving over 600,000 lives. Previously, he was a health care consultant at McKinsey and Company. Dr. Chaguturu is a practicing internal medicine physician at Massachusetts General Hospital and a Lecturer at Harvard Medical School. His articles have appeared in publications such as the New England Journal of Medicine, JAMA, and Health Affairs.

It has been a few months since we have discussed workplace policies surrounding testing on this podcast. Since that time, testing has become much more widespread and available. Recent news has also offered us perhaps our first breath of fresh air in quite some time: two viable vaccines have been successfully developed. In this episode, we will discuss what these vaccines mean for employers, what kind of time frames we are talking about, and to what extent the vaccines will mitigate COVID-19. We are pleased to have back on the show today Dr. Sree Chaguturu, Chief Medical Officer for CVS Caremark (https://www.caremark.com/), the pharmacy benefits management business for CVS. He focuses on enhancing the quality of services provided to millions of its members and patients, while also contributing to the overall mission of CVS Health. Most recently, he was Chief Population Health Officer at Partners HealthCare. In this role, he led the system’s accountable care organization, one of the largest in the nation serving over 600,000 lives. Previously, he was a health care consultant at McKinsey and Company. Dr. Chaguturu is a practicing internal medicine physician at Massachusetts General Hospital and a Lecturer at Harvard Medical School. His articles have appeared in publications such as the New England Journal of Medicine, JAMA, and Health Affairs.

This episode is dedicated to the 723 people with COVID-19 who came to recover at the Boston Hope Field Hospital during Spring 2020, and to all 1,034 staff who took incredible care of them. With heartfelt appreciation to the Dr. Anne Klibanski, President and CEO of Mass General Brigham (MGB) and the entire MGB leadership team, Massachusetts Governor Charlie Baker and Boston’s Mayor Marty Walsh for making it happen. And with much gratitude to our partners and colleagues at Spaulding Rehabilitation Hospital, Boston Medical Center, Beth Israel Deaconess Medical Center, Atrius Health, Boston Healthcare for the Homeless, Boston Convention and Exhibition Center, Suffolk Construction, the Army Reserve, the Massachusetts National Guard, Massachusetts Emergency Management Agency, and the Boston Public Health Commission.The "Hope 4" Commander - Brigadier General Jack Hammond, Deputy Commander – Michael Allard, and Medical Directors – Drs. Jeanette Ives Erickson and Giles Boland To learn more and connect with us at Home Base:www.homebase.org/homebasenationTwitter,Facebook,Instagram,LinkedInHome Base Nation Team:Steve Monaco, Marine Veteran Brendan McCaffrey, Maureen Roderick, Charlotte Luckey, Karianne Kraus, Dan Berg, DeeDee Kearney, Natalie BonelliProducer and Host:Dr. Ron HirschbergHome Base Media Lab Chairman:Peter SmythHome Base Nation is the official podcast of Home Base Program for Veterans and Military Families, a partnership of the Massachusetts General Hospital and the Red Sox Foundation.The views expressed by guests to the Home Base Nation podcast are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. Views and opinions expressed by guests are those of the guests and do not necessarily reflect the view of the Massachusetts General Hospital, Home Base, the Red Sox Foundation or any of its officials.

When Dave Terry started his career in healthcare three decades ago, he noticed something odd and disturbing. The fee-for-service model meant doctors were paid for quantity, not for quality or cost effectiveness. Since then he’s been working to do something about it: for the first twenty years at American Practice Management, then Partners Healthcare and Harborside Healthcare. He made progress, but also learned the limitations of acting against entrenched interests.For the last decade he’s gotten even more serious, co-founding Remedy Partners in the wake of the Affordable Care Act and then Archway Health, where he is CEO. Archway helps physicians jump into the meaningful risk-based payment models that are finally on offer from the Feds and private carriers.I compared Dave’s quest to the Thirty Years’ War, but reminded him that there was a Hundred Years’ War, too, so he better gird himself.Show notes:Dave’s LinkedIn profile https://www.linkedin.com/in/david-terry-19b370/Archway Health https://www.archwayhealth.com/ BPCI Advanced https://innovation.cms.gov/innovation-models/bpci-advancedNo Rules Rules by Reed Hastings and Erin Meyer https://www.penguinrandomhouse.com/books/606529/no-rules-rules-by-reed-hastings-and-erin-meyer/ The Everything Store by Bard Stone https://www.littlebrown.com/titles/brad-stone/the-everything-store/9780316219266/ Health Business Group https://healthbusinessgroup.com/ David’s LinkedIn profile https://www.linkedin.com/in/davideugenewilliams/

Welcome to another special edition of The Word on Medicine – September 26th represents our 9th program devoted to COVID-19 and the 77th unique program produced by The Word on Medicine team. We have a great show for you this week which provides all of the answers you have come to expect from The Word on Medicine – how are COVID numbers looking across Milwaukee and the nation? where are we with rapid testing? the latest on remdesivir, steroids, tocilizumab and where exactly are we with vaccine trials? Your COVID-19 team including Drs. Joyce Sanchez, Mary Beth Graham, Njeri Wainaina and Nate Ledeboer anchor this fact-filled program providing you unbiased information from the Medical College of Wisconsin. We will also say a fond farewell to Dr. John Fangman who leaves MCW and The Word on Medicine for a leadership position with Partners Healthcare and MGH/Brigham Hospitals in Boston.

Press conference from the Harvard T.H. Chan School of Public Health with Paul Biddinger, the director of the Emergency Preparedness Research, Evaluation and Practice Program. Also vice chairman for emergency preparedness in the Department of Emergency Medicine at Mass General Hospital, and the medical director for Emergency Preparedness at Mass General and at Partners Healthcare. This call was recorded at 11:30 a.m. Eastern Time on Friday, September 11th.

How does COVID-19 transform a hospital? UMass Memorial Medical Center's impressive response to the pandemic has included a 21-step surge plan, seeking out lessons from institutions in the U.S. and abroad, and working with community partners to serve vulnerable populations. In this episode, Dr. Michael Gustafson -- one of the first surgeons to receive an MBA from Harvard - also shares what his hospital has done to empower and care for its caregivers during this difficult time, and how they are reimagining the role of the hospital as a “driver” of improvements in public health and racial inequality. Turns out there just may be some silver linings to the COVID-19 crisis.

We shop, do bank transactions, study, play, and do many other things online. So why not do doctor consultations online?   U.S. healthcare has been slowly inching towards telehealth over the past couple of years, but the arrival of the COVID pandemic pushed telemedicine to the forefront. To limit the spread of the virus, telemedicine became an excellent choice for those seeking a consultation but cannot visit the doctor's office. In this special episode with Ann Mond Johnson, CEO at ATA, and Joe Kvedar, discuss the state of telehealth with a particular focus on orthopedics. They share their insights on telemedicine's impact on both orthopedics and patients, improving the efficiency of care delivery, integrating wearables and remote monitoring in zoom and other online platforms, and more.  Shawna, Ann, and Joe had plenty to talk about, so you'll definitely find this episode very interesting! Today's Guests Ann Mond Johnson Ann Mond Johnson is the CEO of the American Telemedicine Association. Before joining the ATA, she served as CEO of Zest Health, a technology-enabled service, for two years. She was also asked to be a Board Chair and Advisor to ConnectedHealth, a leading provider of private insurance exchanges; and as co-founder and CEO of Subimo, a pioneer in healthcare cost and quality decision support tools for consumers. Ann began her healthcare data and information career as Senior Vice President at Sachs Group (now part of IBM Watson/Truven Health). She also worked at a multi-hospital system in Minneapolis, which is now part of Allina. Joe Kvedar Dr. Joe Kvedar is a board-certified dermatologist and Professor of Dermatology at Harvard Medical School. In addition to his clinical role, Dr. Kvedar is also Vice President, Connected Health, Partners HealthCare, where he is creating a new model of healthcare delivery that moves care from the hospital or doctor's office into the day-to-day lives of patients. Partners Connected Health programs are helping providers and patients better manage chronic conditions, maintain health and wellness, and improve adherence, engagement and clinical outcomes. He is the author of two books on the subject: The New Mobile Age: How Technology Will Extend the Healthspan and Optimize the Lifespan (2017) and The Internet of Healthy Things (2015). Dr. Kvedar graduated from University of Vermont, College of Medicine, and completed his residency in dermatology at Harvard Medical School, Massachusetts General Hospital. Dr. Kvedar is a past President and board member of the American Telemedicine Association (ATA) and Past Chair of the American Academy of Dermatology (AAD) Task Force on Telemedicine.

Note: This interview was recorded in 2019. For updates on Sequist's work during the COVID-19 pandemic, read our new Q&A.Traveling between New York, Albuquerque and Taos Pueblo while growing up and transitioning from computer chip engineering at Intel to enrolling in medical school, Thomas Sequist has never quite followed a straightforward path.After training in primary care and health care policy, Sequist found his way toward pursuing a great passion: improving health care quality and equity for all patients, with a special focus on American Indian communities.Now, Sequist helps new generations of American Indian students find their own paths into medicine, biomedical research and health care policy. For his part, he's not sure where he's going next.Sequist is professor of health care policy in the Blavatnik Institute at Harvard Medical School and professor of medicine at Brigham and Women’s Hospital. He is also chief patient experience and equity officer at Partners HealthCare. Download the full transcript [PDF]. Episode guide:0:02 Introduction1:05 Growing up in New York, Albuquerque and Taos Pueblo3:15 A winding path from Intel to medical school8:50 Seeking impact in primary care and health care policy11:00 Research into practice: health care quality and equity17:20 Addressing health disparities in American Indian communities19:25 Helping American Indian college students find their paths into medicine24:45 Clinician partnerships with the Indian Health Service and Navajo Nation30:15 Looking back at 25 years of service32:05 Conclusion Related links:Co-author, Investing in the Health of American Indians and Alaska Natives (JAMA, March 2020)Director, Four Directions Summer Research ProgramMedical director, Brigham and Women's Physician Outreach Program with Indian Health Service Producer: Rick Groleau Music: "Get Up While We Can" by Epic Country via Extreme Music Subscribe to the Harvard Medical Labcast on SimpleCast or iTunes.

Special Guest FutureDose Host David Berkowitz PharmD David's guest is Daryl Schiller, PharmD, FASHP, BCPS-AQ ID. Daryl is a Pharmacy leader with experience in hospital and retail settings, ambulatory surgery consulting, education, and medical writing. He currently oversee clinical and operational activities as the Director of Pharmacy at Montefiore Nyack Hospital where medication safety is the top priority. Daryl helped establish a clinical practice model that integrates pharmacists into multidisciplinary care teams, an enhanced clinical specialist service with a postgraduate residency training program, safer sterile compounding procedures, and improved medication dispensing and monitoring. Since coming to Montefiore Nyack, they have added almost 10 positions to the Department, increased the number of board certified pharmacists 4-fold, increased 340B revenue 8-fold, and implemented various targeted medication quality and performance improvement initiatives. Prior to joining the Pharmacy Team at Montefiore Nyack, Daryl was the Assistant Director for Clinical Pharmacy Services and Pharmacy Residency Director at Saint Barnabas Medical Center in Livingston, NJ where he was also the clinical pharmacy specialist in infectious diseases and burn trauma. Daryl has held leadership positions with numerous professional and community organizations, have been a question writer for the Board of Pharmacy Specialists Certification exam, have nearly 50 publications or presentations in peer-reviewed journals and conferences, and was the recipient of the NJ Pharmacist of the Year Leadership Award. About David: David Berkowitz PharmD is currently an Omnicell One Field Consultant and the Director of the Omnicell Fellowship in Data Analytics. Previously he worked for approximately 10 years in various inpatient pharmacy administrative roles at Partners Healthcare and Boston Medical Center, both in Boston, Massachusetts. In addition to his inpatient pharmacy experience, Dr. Berkowitz has also worked for two digital health startups serving as the Director of Pharmacy Strategy at Pillo health and the President of VeriCurious. He is a graduate of Massachusetts College of Pharmacy where is also an associate professor of pharmacy practice and he serves on their Digital Health Advisory Committee. Other organization involvements include serving on the American Society of Health-System Pharmacists Section of Pharmacy Informatics Professional Development Advisory Group and he is an advisor for the digital health platform, HealthXL. This episode is sponsored by the University of California Irvine, UCI, Master of Science in Pharmacology, learn more: https://sites.uci.edu/mspharmacology/  See omnystudio.com/listener for privacy information.

Special Guest FutureDose Host David Berkowitz PharmD David's guest is Daryl Schiller, PharmD, FASHP, BCPS-AQ ID. Daryl is a Pharmacy leader with experience in hospital and retail settings, ambulatory surgery consulting, education, and medical writing. He currently oversee clinical and operational activities as the Director of Pharmacy at Montefiore Nyack Hospital where medication safety is the top priority. Daryl helped establish a clinical practice model that integrates pharmacists into multidisciplinary care teams, an enhanced clinical specialist service with a postgraduate residency training program, safer sterile compounding procedures, and improved medication dispensing and monitoring. Since coming to Montefiore Nyack, they have added almost 10 positions to the Department, increased the number of board certified pharmacists 4-fold, increased 340B revenue 8-fold, and implemented various targeted medication quality and performance improvement initiatives. Prior to joining the Pharmacy Team at Montefiore Nyack, Daryl was the Assistant Director for Clinical Pharmacy Services and Pharmacy Residency Director at Saint Barnabas Medical Center in Livingston, NJ where he was also the clinical pharmacy specialist in infectious diseases and burn trauma. Daryl has held leadership positions with numerous professional and community organizations, have been a question writer for the Board of Pharmacy Specialists Certification exam, have nearly 50 publications or presentations in peer-reviewed journals and conferences, and was the recipient of the NJ Pharmacist of the Year Leadership Award. About David: David Berkowitz PharmD is currently an Omnicell One Field Consultant and the Director of the Omnicell Fellowship in Data Analytics. Previously he worked for approximately 10 years in various inpatient pharmacy administrative roles at Partners Healthcare and Boston Medical Center, both in Boston, Massachusetts. In addition to his inpatient pharmacy experience, Dr. Berkowitz has also worked for two digital health startups serving as the Director of Pharmacy Strategy at Pillo health and the President of VeriCurious. He is a graduate of Massachusetts College of Pharmacy where is also an associate professor of pharmacy practice and he serves on their Digital Health Advisory Committee. Other organization involvements include serving on the American Society of Health-System Pharmacists Section of Pharmacy Informatics Professional Development Advisory Group and he is an advisor for the digital health platform, HealthXL. This episode is sponsored by the University of California Irvine, UCI, Master of Science in Pharmacology, learn more: https://sites.uci.edu/mspharmacology/ 

Learn how Partners Healthcare, the City of Boston, and the state of Massachusetts created Boston Hope, a 1,000-bed field hospital with a telehealth-driven hybrid wired/wireless infrastructure – in just seven days! Listen to best practices for transforming your local healthcare capabilities with telehealth and community broadband, regardless of your city’s or county’s size. Our guest, John Campbell, serves as the Chief Information Officer for C, a division of not-for-profit Partner’s Healthcare. Campbell describes how the team: implemented a fully technology-enabled hospital, including a testing lab and pharmacy;deployed broadband, regular computers, and mobile devices; andthe massive push to get 10,000 physicians set up to do telehealth in just a few weeks; andsuccessfully herded cats. Boston Hope was created to treat patients on the road to recovery, while easing pressure on the others hospitalsproviding acute, ICU treatment for COVID-19 patients. Boston Hope likely will close when Boston has “flatten the curve.”                                              ***************************************** Gigabit Nation is sponsored this month by Ready.net. Ready.net helps community broadband networks add subscribers and increase revenue through the premium telehealth services Ready.net makes possible by connecting home to hospital.       

Press conference on coronavirus (COVID-19) from the Harvard T.H. Chan School of Public Health with Dr. Paul Biddinger, Vice Chair for Emergency Preparedness in the Department of Emergency Medicine at Massachusetts General Hospital and Medical Director for Emergency Preparedness at the Hospital and at Partners Healthcare. This call was recorded at 11:30 am Eastern Time on Thursday, April 9.

Today on Boston Public Radio: NBC “Meet the Press” moderator Chuck Todd discussed Florida’s bungled response to the coronavirus outbreak, and the death threats being made against Dr. Anthony Fauci. Holyoke Mayor Alex Morse called in to discuss the 15 COVID-19-related deaths at a state-run veteran’s home in his city. We opened our lines to talk with listeners about how you’re dealing with the grimness of the coronavirus pandemic. Former Suffolk County Sheriff and Secretary of Public Safety Andrea Cabral talked about the gun industry’s response to the COVID-19 pandemic, and debate in federal courts over whether to release detained migrants to protect them from the coronavirus. Dr. Gary Gottlieb, former CEO of Partners Healthcare and Partners in Health, discussed his recent Boston Globe piece on how healthcare systems need to adapt to handle the stress brought by COVID-19. We opened our lines to talk with listeners about the coronavirus. We aired live audio from Gov. Charlie Baker’s Thursday press conference. Boston Globe columnist Alex Beam discussed his latest book, “Broken Glass: Mies Van Der Rohe, Edith Farnsworth, and the Fight Over a Modernist Masterpiece.”

Episode SummaryDan Richards is the guy to call if you're stuck – in another country, in a ravine with no one to help, or in a medical emergency. His company, Global Rescue, does just that. Where did the idea come from, why did he bite on it, how did he build it, and how has the whole thing affected his life? Stories from the front line of rescue, on the Sydcast.Syd FinkelsteinSyd Finkelstein is the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College. He holds a Masters degree from the London School of Economics and a Ph.D. from Columbia University. Professor Finkelstein has published 25 books and 90 articles, including the bestsellers Why Smart Executives Fail and Superbosses: How Exceptional Leaders Master the Flow of Talent, which LinkedIn Chairman Reid Hoffman calls the “leadership guide for the Networked Age.” He is also a Fellow of the Academy of Management, a consultant and speaker to leading companies around the world, and a top 25 on the global Thinkers 50 list of top management gurus. Professor Finkelstein's research and consulting work often relies on in-depth and personal interviews with hundreds of people, an experience that led him to create and host his own podcast, The Sydcast, to uncover and share the stories of all sorts of fascinating people in business, sports, entertainment, politics, academia, and everyday life. Dan RichardsMr. Richards has served as the Chief Executive Officer of Global Rescue since he founded the company in 2004. He also serves as the President of Crisis Services Company, a Vermont-based captive insurance company. In these roles, he has implemented and led risk management and crisis response services for hundreds of organizations during thousands of events worldwide. Mr. Richards has been a featured speaker on CNN, Fox News, NPR, and other major media outlets regarding crisis response, mitigation and travel risk management topics. Prior to founding Global Rescue, Mr. Richards spent a decade in the private equity and financial services industries. He previously worked at the $1.3 billion private equity affiliate of Thomas Weisel Partners and in various positions at Thomas Cressey Equity Partners, Donaldson, Lufkin and Jenrette and Deutsche Banc Alex Brown. Over the last two decades, he has been involved in financings and private equity investments for more than 30 companies. Mr. Richards is a graduate of Middlebury College where he played football, rugby, and was a competitive powerlifter. He received his MBA from the Amos Tuck School of Business at Dartmouth College where he has served as an Entrepreneur-in-Residence. He currently serves on the board of Global Wildlife Conservation, a science-based environmental conservation organization. Global RescueGlobal Rescue has been a leader and pioneer in the travel services industry since their founding in 2004. They provide the finest integrated medical, security, travel risk and crisis management services available anywhere, delivered by our teams of critical care paramedics, physicians, nurses and military special operations veterans. Our medical advisory and evacuation services include exclusive relationships with the Johns Hopkins Department of Emergency Medicine Division of Special Operations, Elite Medical Group and Partners HealthCare. Their track record has made them the chosen provider to government agencies and some of the world's largest companies, universities, nonprofits and tour operators. The mission is simple - to be there when it matters most.Insights from this episode:Details on creating the Global Rescue organization, their mission, and recruiting the right people.Benefits of a Global Rescue membership and what happens when you need to be rescued.Details behind different rescues, including technical aspects of operations. How to become a member of Global Rescue, different memberships they offer, and the types of members they have.Strategies on how to be a safe traveller no matter where you travel. Quotes from the show: On the unrest in Chile: “It's another example, in America we don't know anything that's going on in the rest of the world.” – Syd Finkelstein“We respond when people are having, in many instances, the worst day of their lives and we try to make it better.” – Dan RichardsOn meeting with rescues: “That is a special and wonderful part of my job. And, honestly, one of the best parts of my job.” – Dan RichardsReferring to one of their rescuees: “He used to call me on the anniversary of his rescue to thank me and just remind me that what I'm doing is important and I need to keep doing it.” – Dan RichardsOn gratitude: “Of course, people appreciate when they are appreciated, but when you share that gratitude with others, you yourself get so much from that.” – Syd Finkelstein“Basically, during a crisis you need to understand what is happening to you or to your organization so providing that situational awareness is incredibly important.” – Dan Richards“While the world has shrunk, or feels like it has shrunk for many of us, it is still a remarkably large, diverse, and sometimes difficult place.” – Dan Richards On receiving government help as an individual: “Sometimes, people make the assumption … that if something really bad happens they're (the government) going to try to do something … but they're not set up for that.” – Syd Finkelstein“It's the worst part of our job, when we have to communicate to a family member that their loved one is not going to make it.” – Dan RichardsOn travelling: “The places that, previously, we might have considered safe or benign from a risk or security standpoint are no longer that way.” – Dan RichardsStay Connected: Syd FinkelsteinWebsite: http://thesydcast.comLinkedIn: Sydney FinkelsteinTwitter: @sydfinkelsteinFacebook: The SydcastInstagram: The Sydcast Global RescueWebsite: Global RescueFacebook: Global RescueTwitter: @GlobalRescueInstagram: @global_rescueSubscribe to our podcast + download each episode on Stitcher, iTunes, and Spotify. This episode was produced and managed by Podcast Laundry (www.podcastlaundry.com)

In this episode, we discuss disparities in American Indian health and the structural barriers that prevent us from providing equitable care to this diverse population. We interview Tom Sequist, Chief Quality and Safety Officer at Partners HealthCare in Boston, and a member of the Taos Pueblo tribe in New Mexico.

John Glaser, former CIO, Partners Healthcare, discusses EHR systems at length, the burden on physicians from poor design and workflows, the issues with interoperability and the confusing landscape around information blocking legislation.

John Glaser, former CIO, Partners Healthcare, discusses EHR systems at length, the burden on physicians from poor design and workflows, the issues with interoperability and the confusing landscape around information blocking legislation.

Dr. Debra Weinstein is vice president for graduate medical education at Partners HealthCare and a member of the Journal’s Perspective Advisory Board. Stephen Morrissey, the interviewer, is the Executive Managing Editor of the Journal. D.F. Weinstein, C. Mangurian, and R. Jagsi. Parenting during Graduate Medical Training — Practical Policy Solutions to Promote Change. N Engl J Med 2019;381:995-997.

Last Tuesday, three judges from the federal appeals court in New Orleans heard oral arguments regarding the ruling made last December in Texas v. United States. The district judge overseeing the case ruled that the Affordable Care Act (ACA)’s individual mandate is unconstitutional and, therefore, the entire ACA must be overturned. This week’s Our Take discusses what happened during oral arguments and what’s expected next. Other briefs include: A federal judge has blocked a Trump administration rule stipulating that drug manufacturers include wholesale prices in television advertising. President Trump signed an executive order designed to transform kidney care in the U.S. Boston-based Partners HealthCare announced that its Biobank has surpassed 100,000 participants. Evanston, lll.-based NorthShore University HealthSystem is merging with Swedish Covenant Health. Southfield, Mich.-based Beaumont Health System signed a letter of intent to acquire Akron, Ohio-based Summa Health. About Darwin Research Group Darwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

This week, John sits down with Brett McClain, chief operating officer for Dignity Health’s St. Joseph’s Hospital and Medical Center, where he recently oversaw the launch of Dignity’s systemwide specialty pharmacy. Brett speaks to the development of the specialty pharmacy through a strategic partnership, how pharma engages with his health system, the Dignity-CHI merger, and more. Speaker Bios Brett McClain is the Chief Operating Officer for Dignity Health’s St. Joseph’s Hospital and Medical Center, and St. Joseph’s Westgate Medical Center. Brett has been with Dignity Health since 2008. His career spans nearly 25 years of health care management experience overseeing various hospital and medical clinic operations. He is an active leader within St. Joseph’s Hospital and Medical Center with roles in a variety of operational and strategic committees and councils. Brett earned degrees in both finance and marketing from the University of Arizona and an MBA from Regis University. He is a Fellow of the National Association of Public Hospitals and board member of Catholic Charities. John Marchica is a veteran health care strategist and CEO of Darwin Research Group, a health care market intelligence firm specializing in health care delivery systems. He’s a two-time health care entrepreneur, and his first company, FaxWatch, was listed twice on the Inc. 500 list of fastest growing American companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade. John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University, and is an active member of the American College of Healthcare Executives. About Darwin Research Group Darwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Rhode Island Gov. Gina Raimondo has stepped in to halt the takeover of a string of Rhode Island hospitals by Partners HealthCare, a Boston hospital giant. Scott MacKay, political analyst for The Public’s Radio, says a Rhode Island solution to the hospital business will require compromises that the state’s hospital leaders have not been willing to forge.

Richard Asinof joins the Tara Granahan Show to discuss Partners Healthcare withdrawing itself from a merger with Care New England.

Richard Asinof joins the Tara Granahan Show to discuss Partners Healthcare withdrawing itself from a merger with Care New England.

Paul Zangari reports.

I’ve always been fascinated with hospital QI work. And I’ve been looking for a guest who can describe in detail how to pursue such a career. I heard today’s guest discuss his journey at a conference last year, and I thought he’d be able to explain the how and why of such a career to us. So, I'm very pleased to present my recent conversation with David Lucier. David is Director of Quality and Safety for Hospital Medicine at Massachusetts General Hospital. He’s also Associate Medical Director for Specialty Programs and Clinical Collaboration at Partners Healthcare in Boston. He received his MD and MBA from Tufts University School of Medicine, and a Master's in Public Health from the Harvard T. H. Chan School of Public Health. He completed his internal medicine residency at Beth Israel Deaconess Medical Center, and then completed the Harvard Medical School Fellowship in Patient Safety and Quality, sponsored by CRICO, the Harvard malpractice insurer. He continues to practice medicine as an academic Hospitalist at MGH. He is truly an expert in applying QI processes in the hospital environment. In this interview, David explains why he likes QI work so much. He also sorts through the educational options for pursuing such a career if you’ve already been in practice for a while. David gave us a lot to think about. If you’re interested in pursuing this kind of career, he suggests two major steps to take: Volunteer to help out on quality and safety projects at your hospital; Decide which learning opportunities make sense for you, including individual courses, certifications, a fellowship or an advanced degree. You can find links to the resources David mentioned in today’s interview, and a transcript of the interview, by going to the show notes at vitalpe.net/episode083. Next week I’ll have a wide-ranging interview with a successful online marketing expert, course creator and professional speaker who still practices anesthesia part time. And I'll provide a qucik review of the first Physicians Helping Physicians Networking Conference.

Brigham Health President Dr. Elizabeth Nabel discusses the proposal by her company, Partners HealthCare, to take over No. 2 Rhode Island hospital group Care New England.

Harry's guest Sandy Aronson argues that AI and apps are not the solution for better healthcare; more effective care workflows enabled by AI and apps are the solution. Aronson is the executive director of information technology at Partners HealthCare Personalized Medicine. His team develops the IT infrastructure needed to support genetic-based personalized medicine in both patient-based and laboratory settings. This episode is the second in a two-part series on getting AI, machine learning, and analytics working in the healthcare provider setting, recorded as part of the AI World conference produced by Cambridge Innovation Institute in Boston in December 2018. How to rate MoneyBall Medicine on iTunes with an iPhone, iPad, or iPod touch: Launch the "Podcasts" app on your device. If you can't find this app, swipe all the way to the left on your home screen until you're on the Search page. Tap the search field at th top and type in "Podcasts." Apple's Podcasts app should show up in the search results. Tap the Podcasts app icon, and after it opens, tap the Search field at the top, or the little magnifying glass icon in the lower right corner. Type MoneyBall Medicine into the search field and press the Search button. In the search results, click on the MoneyBall Medicine logo. On the next page, scroll down until you see the Ratings & Reviews section. Below that you'll see five purple stars. Tap the stars to rate the show. Scroll down a little farther. You'll see a purple link saying "Write a Review." On the next screen, you'll see the stars again. You can tap them to leave a rating, if you haven't already. In the Title field, type a summary for your review. In the Review field, type your review. When you're finished, click Send. That's it, you're done. Thanks!

City View with Mayor Tom Koch Episode #11. South Shore Health System, Brigham Health/Partners Healthcare and Foxrock Properties announce intent to bring community-based healthcare to Quincy. 2. Mayor Koch welcomes David Murphy as the city's Commissioner of Natural Resources

The commercialization process in healthcare is very complex, and it’s impacted by a multitude of factors and circumstances. Why is commercialization so much harder in the healthcare industry? What are the biggest mistakes innovators are making, and how do these mistakes make growth impossible? What do we need to be mindful of when trying to get into a delivery network or hospital system?   On this episode, I’m joined by Dr. Joseph Kvedar, VP of Connected Health with Partners HealthCare. Dr. Kvedar is a pioneer, early adopter, and influencer in the field of connected health. We talk about overcoming the commercialization difficulties in healthcare that so many innovators face.   3 Things We Learned What makes it so challenging to commercialize an innovation in healthcare Why having the most advanced/superior innovation is meaningless How to successfully get into a delivery network or health hospital system   When healthcare innovations are still small, just starting to garner entry level interest, is when they are most vulnerable to facing issues that impede commercialization. Whether it’s losing a key team member, or encountering changes in the market, that randomness is inherent in bringing innovations to market. There are ways to mitigate this, however.   It’s critical to settle the “people issues” early on and understand your product-market fit. Raise only the right amount of money, and spend it thoughtfully. Line everything up to present the best business case possible.

Rhode Island Attorney General-elect Peter Neronha joins Political Roundtable to discuss his priorities as AG, his view of the proposed takeover of CARE New England by Partners HealthCare, and whether 2019 is the right time for Rhode Island to legalize marijuana.

Listen in to our interview with Dena Lerra of Partners Healthcare and Melissa Goldberg of Southern New Hampshire University to learn more about how organizations can invest in employee education and development to help them grow personally, and to help meet market demand.

“Experience is the residue brands leave with people after the product’s gone.” Justin Wartell of Monocle knows a thing or two about brand experience. In working with brands as diverse as FedEx, Quiznos, Mass General, and the Denver Broncos, this brand builder knows that it all comes down to answering the big questions like “Why do we do that?” We discussed brand education, experience, and more on this on this week’s episode of the On Brand podcast.   Enjoy This Episode Now Download Episode Subscribe via iTunes Subscribe via Stitcher About Justin Wartell With more than 10 years building hard-working brands, Justin Wartell is the “Why do we do that?” person—asking questions that encourage clients to think differently about how brands are built and managed. Justin’s expertise is in insights, analytics, strategy and experience, and he’s done extensive work around the world in mapping experience journeys. He spends most of his time helping clients’ brands to work harder while leading key practice areas at Monigle. Justin’s experience is deep in health care but goes beyond; brands he’s helped build include Northwell Health, UCHealth, the Denver Broncos, Adventist Health, FedEx, Partners HealthCare, Sherwin Williams, Massachusetts General Hospital, One Main Financial, The New England Journal of Medicine, Quiznos, and Tenet Healthcare. Prior to Monigle, Justin led Interbrand’s retail and consumer branding business, the second-largest office in Interbrand’s global network. Episode Highlights The brand sophistication spectrum. When working with new clients, Justin starts by testing out the answers to some critical questions. (1) Do these organizations use the ‘b-word’? (2) Do we have a clearly defined understanding of brand? (3) Is there clarity across the organization? Brand experience is vast. How do you get your arms around it? Once again, it comes down to definition and shared understanding. “We have to have a shared definition. It’s the residue brands leave with people after the product’s gone. You can buy detergent at Whole Foods, Walmart, and Target but the experience is different for each.” The role of brand education. Branding is hard. And the work doesn’t stop once you launch a new initiative. That’s why you have to consider brand education. Brands have to consider why this is necessary and provide people with avenues for sharing and connecting with the brand in their work. How do you brand the Denver Broncos? Echoing what the Minnesota Vikings’ Steve LaCroix said when he was on the On Brand podcast, Justin said you have to make the brand real for all of the fans who never set foot in the stadium. “How can you propel the energy around the brand? Really, the Broncos brand brings people together — it’s that community-first mindset.” What brand has made Justin smile recently? As a busy brand builder who spends a lot of time on planes and in airports, Justin is always looking for special brands to take home to his family. He shared a story about a remarkable interaction with a Lush Cosmetics employee at the airport in London. Lush — if you’re listening, we’d love to have someone on the On Brand podcast! To learn more, go to monigle. As We Wrap … Before we go, I want to flip the microphone around to our community … Tyler Adams gave us a shout on Twitter for our recent episode with branding legend Denise Lee Yohn. Thanks for listening! Did you hear something you liked on this episode or another? Do you have a question you’d like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is sponsored by my new book Brand Now. Discover the seven dynamics to help your brand stand out in our crowded, distracted world. Pre-order now and get special digital extras. Learn more. Subscribe to the podcast – You can subscribe to the show via iTunes, Stitcher, TuneIn, and RSS. Rate and review the show – If you like what you’re hearing, head over to iTunes and click that 5-star button to rate the show. And if you have a few extra seconds, write a couple of sentences and submit a review. This helps others find the podcast. OK. How do you rate and review a podcast? Need a quick tutorial on leaving a rating/review in iTunes? Check this out. Until next week, I’ll see you on the Internet!

Host Justin Barnes', aka @HITAdvisor, speaks with Leigh Williams, Adminstrator, Business Systems Health Information & Technology, University of Virginia Health Jake Dorst, Chief Information and Innovation Officer, Tahoe Forest Hospital District and Kamal Jethwanai, Senior Director for Connected Health Innovation, Partners Healthcare at the HIMSS18 Conference.

Two of the state's leading health care analysts say they aren't sure whether creating a powerful alternative to Partners HealthCare will reduce health care costs in Massachusetts or increase them. “It's the devil you know versus the devil you don't know,” said John E. McDonough, a professor of public health practice at the TH Chan School of Public Health at Harvard University. “Are we better off having one Partners or two Partners?” Paul Hattis, an associate professor of public health and community medicine at Tufts Medical School, said he also has mixed feelings about the “fight fire with fire” approach advocated by proponents of a merger between Beth Israel Deaconess Medical Center of Boston, Lahey Health of Burlington, New England Baptist Hospital in Boston, Mount Auburn Hospital in Cambridge, and Anna Jaques Hospital in Newburyport. The proposed health care goliath currently goes by the name of NewCo.

In the fast-paced and busy world of healthcare, it can be hard for those working in that field to find time to also pursue higher education. But with advancements in education technology and online education programs, healthcare providers are putting forward ways to provide their employees opportunities that don't necessarily require classroom time. In this interview from the 2018 LearnLaunch conference, we speak to M.J. Ryan, Workforce Development Director for Partner's Healthcare System, about how healthcare employees are finding success through convenient and helpful online education programs that work around their busy schedules.

Listen NowThis past January 9th CMS announced Bundled Payment for Care Improvement (BPCI) Advanced.  This five-year Medicare bundled or episode-based payment demonstration, that begins this October 1st, will succeed the agency'a five-year BPCI demonstration that sunsets this September 30th.  BPCI Advanced, also voluntary, will be considerably less expansive than its predecessor in that, among other things, it will include just 32 clinical episodes (29 inpatient and three outpatient), and offer only a single, 90 day retrospective bundled payment under one risk track.During this 28 minute interview Mr. Dave Terry briefly defines Archway's business model/s, posits what attributes describe successful bundled payment providers, summarizes the findings from a recent study, he coauthored, of BPCI reimbursed total hip arthroplasty surgeries, how CMS has improved bundled payments under BPCI Advanced, or moreover in financial benchmarking and in quality measurement, the legitimacy of criticisms regarding care fragmentation and competition with other pay for performance models and likely success of the demonstration.Mr. Dave Terry is currently CEO of Archway Health.  Previously, at Partners Healthcare in Boston, Mr. Terry negotiated global cap and pay for performance contracts with managed care plans.  Prior still at Harborside Healthcare, he led a home care agency that managed Medicare and commercial episodes of care within a single payment.  As a partner with The Chartis Group, Mr. Terry developed provider networks and risk sharing models for Medicare Accountable Care Organizations (ACOs).  Mr. Terry holds an MBA from the Harvard Business School and a BA from Columbia University.  He currently serves on the board of Bottom Line, a national educational non-profit, and is a past board member of the Harvard Business School Health Industry Alumni Association.For information on BPCI Advanced to go: https://innovation.cms.gov/initiatives/bpci-advanced. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.thehealthcarepolicypodcast.com

As Care New England of Rhode Island and Partners HealthCare of Boston announced plans to proceed with their previously-announced merger, CNE Chief Executive Officer Dr. James Fanale discussed the implications for health care and the hospitals' employees. CNE operates Kent, Butler, Women & Infants and other hospitals and health care facilities, while Partners operates Brigham & Women's, Massachusetts General and other hospitals in Massachusetts.

Dr. Debra Weinstein is Vice President for Graduate Medical Education at Partners HealthCare and a member of the Journal’s Perspective Advisory Board. Stephen Morrissey, the interviewer, is the Managing Editor of the Journal. D.F. Weinstein. Optimizing GME by Measuring Its Outcomes. N Engl J Med 2017;377:2007-9.

All right, welcome back. Imagine a world where patients can access their medical records anytime, anywhere with immutable security. Imagine every instance along a patient's continuum of care recorded and easily searchable. Imagine the opportunity to meta search millions of health records and data points, and even outcomes, without compromising an individual patient's personal identity. Imagine patients using these resources to evaluate and choose their hospitals, and even you. Folks, this isn't science fiction or wishful thinking. It's a technology called block-chain and if you've heard of bitcoin, you've heard of block-chain. Today we have Dr. William Gordon with us to unpack this technology and help us separate the hype from the real (and very exciting) promise. While in Medical School at Cornell, Will also had a side gig as a software developer. Will became involved with several technology start ups, including serving as director of clinical products at one after residency. Today Will is a clinical informatics fellow at Partners Healthcare while also serving as a hospitalist at Mass General, and clinical instructor with Harvard Medical College. His research and recent papers focus on Blockchain and the unique promise it holds for medicine. Obviously, with his background, Will is uniquely qualified to help us explore this exciting new technology. With that said let's get started...

Dr. Neil Wagle is Associate Chief Quality Officer at Partners HealthCare and a primary care physician at Brigham and Women's Hospital. Stephen Morrissey, the interviewer, is the Managing Editor of the Journal. L.S. Rotenstein, R.S. Huckman, and N.W. Wagle. Making Patients and Doctors Happier - The Potential of Patient-Reported Outcomes. N Engl J Med 2017;377:1309-12.

Dr. Joseph C. Kvedar, VP of Connected Health at Partners Healthcare in Boston -- and a prominent thought leader in the space -- discusses the state of connected health today. (Originally released 5/3/17)  

In this episode, Dr. Eric Weil, Senior Medical Director for Population Health at Partners Healthcare, discusses the results of a study he co-authored which looked at how a care management program impacted utilization and cost within a pioneer ACO. Learn how to listen to The Hospital Finance Podcast on your mobile device. Mike Passanante: Hi, this is Mike Read More

This month, AMA Journal of Ethics theme editor James M. Wilkins, MD, a geriatric psychiatry fellow at Partners Healthcare, interviewed Beth Soltzberg, MBA, MSW, about innovative ways to promote health and social engagement among people living with dementia. Soltzberg is director of the Alzheimer’s/Related Family Disorders Support Program at Jewish Family and Children’s Service.

Date: June 19, 2014 Featuring: Trissa Torres, MD, MSPH, FACPM, Senior Vice President, Institute for Healthcare Improvement D. Clay Ackerly II, MD, MSc, Associate Medical Director, Population Health and Continuing Care, Partners Healthcare; Assistant Chief Medical Officer, Non-Acute Services, Massachusetts General Hospital L. Gordon Moore, MD, Chief Medical Officer, Treo Solutions (a wholly owned subsidiary of 3M) Jennie Chin Hansen, CEO, American Geriatrics Society If you’re wondering why health care quality and clinical leaders have been talking a lot more with their counterparts in finance or IT, look no further than the latest value-based contract they’ve likely just entered into with a payer. Within a hospital, these leaders may be putting their heads together to figure out how to deliver better care and better value for whole populations of patients. How might their data systems, for instance, help them better understand the utilization patterns and needs of everyone they see with Type 2 Diabetes? Or, within an accountable care organization (ACO) comprising a major hospital system, several physician practices, and a skilled nursing facility, how can the representative senior teams guide operations to reflect new, shared responsibilities and forge new ways to work together?It’s early going with these new types of arrangements, and no one has it all figured out. But as organizations from across the continuum of care get up to speed, they’re eager to share what they’re learning. On this WIHI, host Madge Kaplan welcomes IHI Senior Vice President Dr. Trissa Torres, a long-standing medical director, who has many years of experience from her work in Michigan developing greater collaboration between health care delivery organizations and surrounding communities to improve population health. At IHI, she is currently helping to frame the skill sets all leaders need to accelerate this type of change on a broader scale. This WIHI also taps into the on-the-ground experience of Dr. Clay Ackerly, whose title at Partners Healthcare, Associate Medical Director of Population Health and Continuing Care, speaks to the new responsibilities he has and that are in store for leaders like him. Dr. L. Gordon Moore, with years of experience helping to redesign primary care, is now working with office practices to enlarge this vision to encompass population health.Rounding out the WIHI panel is the CEO of the American Geriatrics Society, Jennie Chin Hansen, whose pioneering work in San Francisco helped lay the groundwork for the comprehensive and integrated national program known as PACE. She understands well the needs of older patients, an increasing number of whom now receive their health care in hospitals, clinics, and community settings that are operating under shared savings agreements with Medicare.You will hear some good ideas to carry forward, including your own ideas and experiences which the panelists are very eager to hear about. You might also want to try out a population management assessment tool that IHI has developed.

Date: April 5, 2012 Featuring: Gary Cohen, President and Co-Founder, Health Care Without Harm John Messervy, AIA, Director of Capital and Facility Planning, Partners HealthCare, Inc. Amy Collins, MD, Emergency Physician, MetroWest Medical Center; Chair, Go Green Committee, MetroWest How green is your hospital? Green, as you know, has become shorthand for everything from recycling to the use of safer products to shrinking one's carbon footprint to preventing pollutants from spewing into the air. There are any number of urgent reasons for the health care sector to be examining its green practices. One of them is just the sheer amount of resources hospitals consume: in the US, that’s tons and tons of water and 836 trillion BTU of energy annually. These same hospitals dispose of 6,600 tons of waste per day. Fortunately, we can all now point to visible efforts at most hospitals to “think and act” a lot greener. But even these well-intentioned efforts have a tendency to stall or lose steam, too often dependent on staff volunteers and lacking a bigger, bolder vision that cuts across the entire organization and how it's run. Aiming to build on existing progress and to make a giant leap forward on the environmental front, three organizations are now joining forces to launch what’s being dubbed the Healthier Hospitals Initiative. The new effort is anchored by some large hospital systems in the US whose green practices are already exemplary and demonstrate the wisdom behind linking environmental stewardship to efforts to improve safety and reduce health care costs. The Healthier Hospitals Initiative hopes to enlist some 1,000 hospitals in the broad-based campaign, focused on an agenda that includes increased use of safer materials and products for patients and staff alike; reduction of energy consumption and waste; and adoption of policies to ensure sustainability. WIHI host Madge Kaplan welcomes three guests to the program. Gary Cohen is the co-founder and president of Healthcare Without Harm and Practice Greenhealth, whose work has helped lay the groundwork for this larger initiative. Dr. Amy Collins, who leads a number of efforts at MetroWest Medical Center in Framingham, Massachusetts, is helping MetroWest garner a number of environmental excellence awards. John Messervy founded the Partners Sustainability Initiative in 2008, and he has tremendous knowledge of the environmental engineering changes possible throughout a large hospital system.

It doesn't matter how long you have been wholesaling, nor how much money you make. The fact is every one of us has doubted ourselves. From time to time we've called into question any and all elements of the what we do and/or the how we do it. What if you could work past that that doubt, that momentary (or longer) crisis of confidence, in just 5 seconds? Mel Robbins is one of the most sought after motivational speakers trusted by global brands to design and deliver business expanding, life-changing, interactive keynotes that inspire change, challenge thinking and accelerate personal and professional growth. Her TEDx Talk on “How To Stop Screwing Yourself Over” has over 10 million views across 37 countries, and her book on the brain and productivity, “Stop Saying You're Fine”, is a business bestseller that has been translated into four languages. Her new book, The 5 Second Rule: Transform Your Life, Work, and Confidence with Everyday Courage is now available. She started her career as a criminal defense attorney and went on to launch and sell a retail and internet technology company. Mel has led multi-year coaching programs at: Johnson & Johnson, AG Edwards, Bear Stearns and Partners Healthcare. The media has tapped Mel to host award-winning shows for FOX, A&E, Cox Media Group and now CNN. Mel is currently one of CNN's most popular on-air commentators and opinion writers; her articles drive tens of millions of page views for CNN.com. Mel has an extensive television résumé as an expert on human behavior and motivation for Good Morning America, Dr. Phil, Dr. Oz, Oprah, The Today Show and Fox News. She was named America's Outstanding News Talk Show Host at the 2014 Gracie Awards. Want Mel Robbins to speak at your next event? Contact us at Wholesaler Masterminds Speakers Bureau for information.  

Dr. John Glaser is the SVP of population health management at Cerner. Prior to this, he was the CEO of Siemens Health Services and the longtime CIO for Partners Healthcare. He's had more than 33 years in healthcare information technology. And there's more... He is a founding chair of the College of Healthcare Information Management Executives (CHIME) as well as the past-president for HIMSS, Dr. Glaser has published more than 150 articles on health IT, many of which have been compiled into a book called "Glaser on Health Care IT” On this powerhouse episode, Steve and John discuss: Roundup on telehealth  From 'transactional' to 'intelligent' EHR Reducing physician burnout & 'Pajama Time' A frank discussion on healthcare and A.I. Cerner's broadening into services HealthEIntent population health technology And much more...

On this extra episode of The Cybersecurity Podcast, Passcode reporter Jack Detsch examines ideas for securing the Internet of Things in light of the recent cyberattack that took advantage of hacked web-connected gadgets. We hear from experts who spoke at the recent Security of Things Forum in Boston including Robert Silvers, assistant secretary of Homeland Security; Julian Goldman of Partners Healthcare; independent hacker Travis Goodspeed; Kevin Fu of Virta Labs; and Rajesh Krishnan, chief marketing officer at HackerOne. 

Speakers: - Chris Coburn:Vice President at Partners HealthCare  - Jonathan J. Fleming:President Network for Excellence in Health Innovation 

At the May 2015 Chief Medical Officer's Summit in Boston, we featured a session on: How Investors Assess R&D Biotech Management Take a look at the details below: In this session, we begin with a presentation on a perspective on the method of evaluating a disease space, which includes a comprehensive understanding of 1) the science, 2) the competitive landscape and 3) the management teams for each company. How does this get mapped out? Following will be more discussion on: Understanding the context of value proposition Strategic fit Processes used to evaluate management and an understanding of competitive strategy How best to convey your plans How best to communicate with investors (before investment) and boards (afterwards) – via the CEO or directly? Importance of clinical development plan expectations Moderated by: Peter Kolchinsky, PhD Managing Director, RA Capital Management, LLC Panelists: Jonathan Behr, PhD EIR and Market Sector Leader, Innovation, Partners Healthcare, David Berry, MD, PhD Partner, Flagship Ventures, Vikas Goyal, MBA Principal, SR One, and Jeffrey Moore, DPhil, MBA President, MPH Venture Management The next CMO Summit is November 9-10 in Burlingame, California. It is one of the best face-to-face opportunities for R&D leaders in emerging biotechs to: 1. Address the unique challenges associated with directing and managing all R&D functions with limited resources, while raising capital, working and meeting with investors, and strategizing for appropriate exits. 2. To create a network of CMOs & other R&D leaders from small to midsize life science companies to share ideas, solutions and support. For information, visit www.theconferenceforum.org Partial and full scholarships available for start-ups.

Dr. Qi Li shares his love for technology, solving problems, and journey building innovative healthcare products. The ModernMD: Dr. Qi Li Dr. Qi Li, MD, MBA is a physician executive and Director of Global Product Innovation at InterSystems. Qi previously held product leadership roles at Harris Healthcare, Partners Healthcare, and several start-up healthcare IT companies. At Partners Healthcare in Boston, Dr. Li led the internal development of Longitudinal Medical Records (LMR) that was adopted enterprise wide by 7,000-plus physicians. Success Quote: “The key is doing what you love” – Qi Li White Coat to Business Suit: Dr. Li shares his journey as world traveler and consultant before medical school. After graduating from Tufts MD/MBA program he transitioned straight into the business world. Listen as Dr. Li shares his experience leading and building breakthrough products for PatientKeeper, Partners Healthcare, Carefx and Intersystem. Below are a few highlights: Was the transition easy? Qi had a background in the consultant and was confident in his abilities to perform in the business world. Have you had any challenges not doing a residency? He always positions himself as a technologist with a clinical background and understanding of top-level healthcare goals. Idea to Venture: The Idea: Are you idea person or operations person? Dr. Li shares his big idea at PatientKeeper to create the best user experience for physicians. Failures: Expect ups and downs and learn to calculate risks. He is conservative with his overall approach to risk but aggressive with pushing product. Lesson Learned: You cannot do everything yourself – learn to let others be responsible for core parts of what you want to achieve. Business Rounds: Books recommend: Blue Print to a Billion: Seven Essentials to Achieve Exponential Growth by David G. Thomson Golden Prescriptions for your Success: Communication is key, learn to sell your ideas, and change your communication style to fit your audience. Daily discipline: Reads The Wall Street Journal (WSJ) every morning. Links: Twitter: @DrQiLi www.intersystems.com

Barak Richman is a professor at Duke University School of Law. Stephen Morrissey, the interviewer, is the Managing Editor of the Journal. R.E. Herzlinger, B.D. Richman, and K.A. Schulman. Market-Based Solutions to Antitrust Threats - The Rejection of the Partners Settlement. N Engl J Med. DOI: 10.1056/NEJMp1501782.

Healey discussed a host of topics, from how she'd target State House corruption if elected to whether current AG Martha Coakley is being aggressive enough in negotiations with Partners Healthcare. Also, casinos, gun control, and Market Basket.

Host: Alicia A. Sutton Knowledge Translation (KT) is the process of making knowledge created within one professional community accessible, understandable and useful within other professional communities, which leads ultimately to widespread adoption of that knowledge into everyday health practices. But how is this done, and does it have any disruptive effects on Quality Improvement (QI) standards? Joining host Alicia Sutton to speak on this matter is Dr. Robert J. Birnbaum, MD, PhD. Dr. Birnbaum is the Knowledge Translation Research Director for the Massachusetts General Hospital Academy, the Director of Continuing Professional Development at Partners HealthCare, and an Assistant Professor of Psychiatry at Harvard Medical School.

Listen NowLate last year Gilead Sciences received FDA approval for its Hepatitis C drug Solvaldi.   Hepatitis C (Hep C) affects three to four million Americans and can have serious health consequences.  Gilead priced the drug at $1,000 a pill or between $84,000 and $168,000 for the full, curative treatment (effective in approximately 90% of patients).   However as priced if every Hep C patient received Solvaldi the cost would equal the combined annual spending amount for all drugs sold in the US.During this 21 minute podcast Chris discusses how and why this drug's pricing effects all of health care financing and delivery, the work the DC-based Campaign for Sustainable Rx Pricing is doing to try to mitigate Solvaldi's cost, when and if similar Hep C drugs entering the market will force Gilead to lower its price and why past efforts to moderate pharmaceutical drug pricing, e.g., authoring Medicare to negotiate drug prices it pays, have proved unsuccessful.   Through this past April Chris Dawe was the Health Care Policy Adviser for the White House National Economic Council.  Previously, Chris served as Director of Delivery System Reform at the US Department of Health and Human Services.  Before joining the administration in 2011 Chris served as a Professional Staff member for the US Senate Finance Committee under Chairman Max Baucus. From 2007 to 2008, Chris served as Health Policy Adviser to Senator John Kerry. Prior still Chris was a Legislative Analyst at Jennings Policy Strategies in DC, while there he served in 2006 as the Deputy Director for Global Health at the Clinton Global Initiative.   Before coming to Washington, DC, Chris was a Market Analyst at Partners Healthcare, Massachusetts' largest hospital system.  Chris is a Massachusetts native and a magna cum laude gratudate of Bowdoin College.   This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.thehealthcarepolicypodcast.com

Each year at the Nuffield Trust Health Policy Summit, The BMJ hosts a breakfast roundtable. It has been one year since the Health and Social Care Bill for England was enacted, and the reconfiguration of the NHS continues, so this year we asked our panel to give the bill an end of year report. Taking part were: John Richards – Southampton Clinical Commissioning Group Nigel Edwards - CEO Nuffield Trust Jennifer Dixon - CEO Health Foundation Terence Stephenson - president Academy of Medical Royal Colleges Maureen Baker - Chair RCGP Hugh Taylor - Chairman Guys and St Thomas' Foundation Trust Nick Hicks - CEO COBIC Ltd Jeremy Taylor - National Voices Tim Ferris - VP for population health management, Partners Healthcare, MA Nick Timmins - Senior Associate Nuffield Trust

1) Influence of age at surgical menopause influences cognitive decline and Alzheimer's pathology in older women and 2) Topic of the month: Parkinson's and parkinsonism disorders. This podcast for the Neurology Journal begins and closes with Dr. Robert Gross, Editor-in-Chief, briefly discussing highlighted articles from the print issue of Neurology. In the second segment Dr. Jeff Burns interviews Drs. Riley Bove and Philip De Jager about their paper on the influence of age at surgical menopause influences cognitive decline and Alzheimer's pathology in older women. Dr. Adam Numis is reading our e-Pearl of the week about parechovirus and neurologic disease. In the next part of the podcast Dr. Binit Shah interviews Dr. Anthony Lang about non-neurodegenerative causes of parkinsonism - drug-induced; structural: NPH, stroke, tumor; psychogenic. The participants had nothing to disclose except Drs. Burns, Bove, De Jager, Numis and Lang.Dr. Jeff Burns serves on the editorial board for Journal of Alzheimer's Disease; receives royalties for the publications of Early diagnosis and treatment of mild cognitive impairment and Dementia: An atlas of investigation and diagnosis; is a consultant for PRA International and receives research support from the NIH, Alzheimer's Drug Discovery Foundation, Elan, Janssen Pharmaceuticals Inc., Wyeth, Pfizer Inc, Novartis Pharmaceuticals Ltd, Danone, Avid Radiopharmaceuticals, Merck Serono and for clinical trials.Dr. Bove receives research support from Partners Healthcare, National Multiple Sclerosis Society and the NIH.Dr. De Jager serves as an editorial board member of the Journal of Neuroimmunology; serves on the scientific advisory board for Teva Neuroscience, Genzyme/Sanofi; receives speakers' honoraria from Biogen Idec and Source Healthcare Analytics, LLC; receives research support from Biogen Idec, GlaxoSmithKline, Genzyme/Sanofi, Vertex Pharmaceuticals and the NIH.Dr. Numis serves on the editorial team for the Neurology® Resident and Fellow Section. Dr. Lang served as an advisor for Abbott, Abbvie, Allon Therapeutics, Avanir Pharmaceuticals, Biogen Idec, Boerhinger-Ingelheim, Ceregene, Medtronic, Inc, Merck Serono, Novartis, NeuroPhage Pharmaceuticals, Teva Pharmaceutical Industries Ltd, UCB.; received research support from Brain Canada, Canadian Institutes of Health Research, Edmond J Safra Philanthropic Foundation, Michael J. Fox Foundation, National Parkinson Foundation, Parkinson Society Canada, Tourette Syndrome Association, W. Garfield Weston Foundation; received publishing royalties from Saunders, Wiley-Blackwell, Johns Hopkins Press, Cambridge University Press; served as an expert witness in cases related to the welding industry.