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I'm Sarah Richardson, a principal here at this week Health where our mission is healthcare transformation powered by community. Welcome to Flourish, where we share the human stories behind healthcare leadership because thriving people build thriving systems.

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 Welcome back to Flourish. I am Sarah Richardson, and today I am joined by the wonderful Paige Petri, a leader whose background in hospitality offers a fascinating lens into what healthcare can learn from the art of service. We'll explore how genuine hospitality, anticipation, empathy, and experience design can redefine care, delivery, and what it means to lead in an environment where trust and compassion matter most. Paige, welcome to the show.

Thank you so much. I am so pleased to be here. Very exciting. Thank you.

Of course. I love having you here and you have led and mentored in some of the most service driven environments in the world. When you think about hospitality, what does great service mean to you, and where do you start in creating it?

That's a big question, right? So great service to me focuses on just genuine care. It's this ability for that guest or the employee for that matter, depending upon what your role is to really feel. Part of the world they're working in. I was gonna say home, but it's not home. Right. But it is the it's where they spend the majority of their day.

And so to me hospitality and genuine service and great service, if you will, is all about care, right? Taking care of the person, anticipating their needs. There's a lot there in that hole. Wording, if you will. But it's critic. Critically important in the world of hospitality. 'cause it's what we're built on, right?

It's that ability to take care, whether it's of the employee, whether it's of the guest, the experience that's underway.

And in hospitality, the best experiences happen because. The teams can anticipate what the guest needs even before they're voiced. How might that philosophy translate into healthcare?

It does translate really well. So if you think about it, this whole ability to wow the guests or to make them feel welcome is something that we all should do in every business, quite frankly, right? Because it's this ability to make somebody feel welcome that makes them wanna come back.

Now I. Healthcare is interesting because people come to you for a reason versus hospitality. We have to win your win your stay every time we have to wow you. But I think there's a tremendous amount that goes on in the world of hospitality that really translates well into healthcare. If I think about the way a person is welcomed into an office environment or even into a hospitality or hospital environment, excuse me.

There's so much there that transitions well. This ability to talk to someone in words that they understand, to anticipate their needs based on how they're interacting with you, maybe the family that's surrounding them. All of those things are really important in hospitality, and I think they translate really well into healthcare, and I'm sure we can dive into most of that here today.

Absolutely. I'm also curious when. leader is teaching a team to notice the unspoken, whether that's a guest preference or a patient fear. To me, that does transcend industry, but how do you start to teach people to really look for what isn't being said in that moment?

So, this is an art. If you think about how leaders come through and gain their roles as leaders, many of them are hired because of their skills of mentoring people, being able to build strong teams, and so that transcends obviously into how they communicate How to interact with a guest when something's not said directly.

Right. Which is what we're talking about here. And so let's give a few examples. And so if you think about your walking into a hotel and you've got a car full of children and you've got a license tag from out of state, well, if there's a door person, a bellman, a doorman, whatever, they might see everything that's going on, right?

So they've been taught to look at the situation and how it comes into the hotel. Then use that information to guide that customer into the lobby, up to the front desk, and maybe share a few words with the front desk associate that may be waiting. And in fact, if you'll notice, some of the big resorts, they'll even have earpieces on and they're actually communicating ahead of time.

They're using those visual cues of how they're interacting with the guests. They can sense whether they've had a good day, a bad day, is it a happy moment? We stay at hotels for sad reasons too, right? And so they wanna take what they see that human interaction and then put words around it to kind of relay that as they step on their journey into the hotel.

And a good leader has gone through that process themselves. They've been in numerous positions in a hotel, and so they've been, they have learned, and it is all about the visual cues are how people carry themselves, right? How they talk, the words they're using. And so you're able to kind of capture that.

You even look and just bear with me you, you. Talk to the housekeeping staff. Well, the housekeeping staff on the floors, they can tell if you're running down the hall, they can tell if you're coming and soaking wet and you are head to toe drenched and maybe you need some extra towels. And so there's tremendous amount of visual cues that go on every day that the industry capitalizes on to engage that person and make them feel like they're at home.

I'm so glad you mentioned like the housekeepers, the transporters, the people who are gonna see the behind the scenes. It's amazing. Who knows most about a patient or a guest's experience within that setting, because they're the ones that are observing it in some cases daily.

That's right.

often, especially in healthcare, your care team will switch out every day.

That housekeeper may have that shift all week,

That's right.

see things that maybe the care provider doesn't. And so checking in regularly to understand what's happening with that family and different experiences can be such a differentiator in any setting.

Yeah. They're part of the team, right? So your team is large, and I think that's sometimes lost in many industries, right? We think it's the, maybe it's the front desk people but it is, it's that whole team, and when you bring them all together, you get tremendous insights into what's going on.

And how grateful they are when you care about what they think too, because sometimes their roles aren't as elevated, and yet in many cases they're equally necessary.

Yeah. And a good leader understands that,

Yeah.

They pay attention.

For sure. Can you share an example where anticipating needs turned an ordinary experience into?

An unforgettable one?

Can I use a personal one?

We just returned from a vacation in Europe earlier this year and we chose to stay in an apartment complex. Not an Airbnb, but a complex that is more run as an apartment than a traditional hotel.

And I, in the last week or so, realizing that our flight was gonna get in at six 30 in the morning, I was like, oh gee, I should have booked the room the night before. Let me call and see if I can get in the night early. Well, I called and they were very polite and said, gee, we're really sorry we can't help you.

We are booked the night before, but here's what we're gonna do for you. 'cause we know you're gonna be coming in early. We can store your bags for you in a safe location. We've got a great coffee shop right next door that you can go and have a nice meal. You can settle down. Just kind of take a breath.

In our lobby area, we've got, a restroom area. If you wanna freshen up, you're more than willing to do that so that you can kind of start your day. And then we are notifying the housekeeping team ahead of time that you are coming in early and if you're suite, your apartment happens to be available right away, that they get in there and clean it for you right away.

So it was their way of being gracious. Saying No, but you know what? I felt heard and when we got there, they expected us. So we weren't, it wasn't a surprise like, oh my gosh, you're here early, we can't help you. But they were expecting us It, the room did come available a little bit early, not when we walked through the door, but every step of the way they took of us to make sure that our beginning point with them.

Was a wow. And it was, even though we were tired, but we ended up having a delightful meal. We went out, we walked around the streets. We happened to be in Berlin, so we had a walk, we got fresh air, and then we came back a couple hours later, everything was ready. They got us up to our room, we got settled.

And actually throughout the remainder of this day, they helped us in numerous ways. Enjoy the city. And so it was just, it was a fabulous situation, but it was all about care and making sure we felt taken care of, which is exactly what happened. So that's my story of great service recent, not sure if it's the one we talked about, but it is the one that I just, it was such a wow for me coming out of the industry and often having to tell people, I'm sorry, your room's not ready.

They just really handled it in a very gracious way and I. I'll always remember that, and I'll always recommend them too as a result. Right. So I'll be a great guest for them. A great voice.

Which I appreciate because so often in healthcare, especially that care coordination, the ball gets dropped.

Mm-hmm.

fact that your whole team that was at that location, it was care coordination, whether you call it service coordination

Right.

And you're on vacation, so you're expecting certain things as a patient, there's certain things you're expecting because nobody goes to the doctor typically because they're like, I really wanna be here right now, though.

I'm going here for a good time. Something is wrong. Or you're, or something is right and you're helping,

Yes.

to the next level. But that, those that pay attention and connect the dots between the handoffs, between different departments and teams matters every single time. And it's typically. What people hear me talk about off end page is the care coordination is missing and we become the advocates, the navigators, the coordinators, and we know how the health system works, those of us that are in it. And it still can be difficult. And so I often get phone calls from myriad people asking me to help them figure out how to navigate the any system.

And a lot of times you just jump on board and help them and you're sharing pretty private details when those things occur. And so that's why I'm always like, can we bring these experiences together For sure.

I, I think, I hope we can,

yeah. Yeah.

I've got 10 years to go in this industry, maybe 15, that's gonna be one of the, one of my monikers for sure. Because in hospitality, the guest chooses the hotel, the brand, the experience for the most part. And healthcare patients don't often have that freedom. your perspective, how can systems deliver hospitality when choice isn't the driver?

So healthcare has tremendous information. They know about me before I walk in the door, right? So, so let's put some assumptions. When I'm doing so, I'm assuming that I'm going into the practice I always go into and sometimes I go in for preventative care and sometimes I go in 'cause I'm not feeling well.

And as I walk through that door, they know everything about me. 'cause I've been going, in this case that I'm using, I'm going to them. I've done my annual physicals, but now I'm not feeling well. In my mind, they may not know me by face. They have a lot of people coming in all the time.

But the minute I share my name, they should know my history. They have it, it's available. I shouldn't have to sit down and fill out a form again that I've already filled out every time I walked in the door. They should have that information and should be able to. Well, welcome me to the doctor's office but it should be one of these experiences that the doctor, I'm scheduled, I'm on time, they're gonna take care of me.

However, whatever terminology they wanna use to make me feel like my healthcare needs are going to be, we met different in hospitality when we welcome you for your stay. but I wanna feel. Like, I am going to be taken care of at that moment. And I think healthcare has more information on me than anyone in hospitality has on me.

Right? That they know. They know. And some of it I realize they can't use, right? Because there's legislation. But that front office should be able to make me feel like I'm with the right doctor today, and they're gonna make sure that my needs get met. And so I, I actually think there's the systems that are in place.

Should be able to streamline that process for this person sitting behind that desk. And I think part of the, my observation would be that as new technologies come into play. It is very easy to just force them to work with old processes, and so you're still working with the same routine that everyone has used for years and years.

Instead of taking that opportunity to say, how do we change some of the way we've worked in the past to streamline the work, make it easier for that front office person to take care of the patient coming in. Can we update our processes and procedures? And that's where I feel healthcare has opportunity because I know they have the technology I know they have the information because we've given it so many times.

Our insurance agency gives it. It's all there. But I think we need to take a harder look at the procedures we've put the patient through and gathering information over and over again and I, to me, I think that's a bottleneck. I see it constantly.

Especially NWU. This is what we talked about earlier. When we first met was only time you really get that today in healthcare is when you're going to like a self-pay environment or a boutique type of clinic.

Yes.

know exactly why you're there. They're texting you. They're texting you afterwards.

They're keeping in touch with you.

Mm-hmm.

through all those. All those roles and if it's your PCP and mine has said to me, I'm only here to take care of you when you are sick. even then good luck getting an appointment.

That's right.

he is just honest about it. And so half the time I don't even go to him for care.

Yeah. Which is a shame, right? Because he has your history, he has your history.

have half of it right now. 'cause I've been going to Teladoc unfortunately.

Well, you've been, you've routed yourself differently because of your expectations and what you want to get from a healthcare provider.

How can hospitality serve as more of a cultural foundation, not competition, but really for care consistency. And what I mean by that is, and if you've seen an episode of the pit, like the ED has these multi-hour waits, but often healthcare will tell you they don't have the margin to be able to really add a hospitality component. To the care they're providing, even if they talk about it being important. So how do you put one or two things that you know, work in any setting into the delivery of care?

Yeah, and so, the thing about hospitality is it's in their culture. It's their heart and soul of what they do, right? This ability to treat people in a welcoming environment, right? And so the challenge, and you've really just said it is how do you take an environment that is so laser focused on, I'm gonna take care of you right now.

Everything's fast, everything's an emergency, and you're almost slowing it down, right? You're saying, wait, we want you to feel welcome first, and how do we do that? So you don't do it in a training class. You'll send everyone to training, right? They'll go, oh yeah. We get it. We get it. And then they walk out the door and it's business as usual.

And so training doesn't do that, but the leaders of a hospital or a healthcare environment are the ones who can build that into the day-to-day dialogue. It's in how they, it's how they treat your staff. It's how they treat, the patience as they come in the door. To me it's simple words. It's like, good morning, good day.

It's a smile. You know how often when you walk in and you meet the doctor for the first time, do they just have their chart and they're flipping through everything and they're saying your name, or are they looking at you in your face and giving you a smile that said, lets you know I'm gonna take care of you today.

I'm gonna, and I'm gonna listen. And so if as you ask for one or two ideas in my mind. It's using my facial expressions to make you feel like you're gonna be well taken care of today. But I'm gonna listen, I'm not just going to look at a chart and read back to you what someone may have taken down when the pa or whatever they get you settled in the room.

When they, they go to the, they turn their back to you, by the way, right? And they go to their iPad or their, and they type, they're asking you questions and they're not even looking at you. Well, look at me. Know, I'm a human being. I'm sitting here, make me feel, I'll use the word welcome. one, I'm stressed anyway.

I'm here. Chances are because I don't feel well and I want to know that you're gonna take care of me today. I don't. And otherwise, I think just saying, Hey, we're gonna turn on the culture thing today, and we're gonna make everyone happy and feel welcome. That's not gonna happen. You're running a big business.

People aren't well, they don't feel good, and you're short staffed. We can all smile, we can look someone in the eyes, I guess culturally appropriate, right? Some people don't like to be looked in the eyes, but we know how to do that, and I think just creating warmth can go a long way in taking the stress out of healthcare that people feel when they walk in the door, right?

It is a stressful situation.

Yes. Although to your point, like warmth, just knowing

Warmth cares.

My, the second hospital I ever worked at the CEO. Now granted it was only 235 beds, so five floors navigable by any stretch of the means. The CEO lived nearby and he ran a lot. He's a runner. Every morning he would do his morning, run through the facility and he'd go talk to everybody.

Yeah.

Shower, go to work all day. He always came back at night as well, so that the night shift had time and that hospital had the best culture I ever worked

Yeah.

He was incredible. Highest satisfaction scores, patients, nurses, et cetera. Less than a year after his retirement, the nursing union came in, scores for patient satisfaction went all the way down, and I thought it really wouldn't have been that hard.

That's right.

The interview somebody that had his same ethos

Yeah. And just,

yeah, they

yeah, just think about what you just said and Right. It starts at the top and he cared and you know what the. The amazing thing is there is he understood that if he knew your name as his employee, maybe even knew your husband's name or your children or whose birthday it was.

That little tidbit of information makes people wanna come into work, makes them wanna take care of their employees. I know general managers of very large hotels that know every staff member's name. To me, that's incredible, but those. Buildings run, they run well. People are happy, they're engaged, and they're, and it trickles all the way through to the guest coming through the front door.

And I think that's, as we think about what's easy hiring and asking critical questions and hiring phase of how do you want to treat your staff what's important? And I guess, if all they talk about is the bottom line. You're not gonna get that caring individual, but I think when you care, the bottom line comes along too.

I think when it's just bottom line oriented, you end up with a terrible disconnect between how something's delivered.

Even randomly has been a point of conversation in all these NFL coaches, there's like nine or 10 NFL jobs that are being filled after this season's

Yeah.

playoffs. And one of the differentiators from one of the coaches interviewed yesterday was, I know every single guy on my team.

Yeah.

why they chose him to take over this one team.

And I thought, wow. I mean. not that hard to know your whole roster, and yet it's a differentiator when even going into professional sports. And so hospitals often talk about patient satisfaction. In fact, they get rated on it pretty regularly, but rarely about patient experience design.

Okay.

it look like to apply a guest journey map to a patient journey map?

Well one, I think it can be done right? I think I actually, I think in healthcare you probably have two journeys, right? You'd have a preventative journey. You'd have what symptomatic, is that the right word? Journey, right. Someone who's coming in an emergency situation, their journey's gonna look very different than that one coming in preventive healthcare.

But if I think about in hospitality, the journey map, it starts way before that reservation is made. And today with social media and everything else, if you can imagine, the, that interaction with you as a potential guest is happening way before you even think it's a good idea to go to Florida, to go to South Carolina, wherever you wanna go.

They're actually teasing you with information right about great places to see. And oh, by the way. We've got this great loyalty program and you can use your points and you can come stay with us and have this amazing experience in healthcare. If I think about preventative healthcare today, I get a little card in the mail that says, oh yeah, we need to see you call us and I may never call, right?

But to me, that journey can be applied in a similar way because again, I think one of the strong points of healthcare is information and what I need in that annual physical, if it's time for my colonoscopy, if my mammogram, all of these things, and that whole journey could be backed out for me so that when I call in.

It's in front of the the team that's taking the call for the appointments, they're able to look at it and help me do my healthcare journey, which is making sure that I get set up for all those things that are important to me. So to me, that's more on the preventative side and I, I would love to see that done.

I just think it would make it easier for me as a patient, but it would make it easier for the facilities I'm using because now they've got me all kind of. In an envelope. I'm all wrapped up and they've got everything staged. I would imagine it would help with staffing a lot of things, right?

Symptomatic, from a watching the pit. I guess a great example, right? We're all watching it, but you know that chaos that takes place in that environment, i, it's hard for me. I have sat in emergency rooms with family members that have needed to go in, in an emergency, and I guess my only thought there is that whole emergency room environment can be extremely stressful for the patient and for the family, and how that environment can be nurtured a little differently to make people understand how they're gonna be taken care of.

There is definitely a journey map to be put together. That I think is harder, but there has to be a way to help people understand how long you might be waiting that you're not dying. But that one to me is hard. But I think it could really benefit a lot. But a journey map can apply.

There's no reason why it can't. Because you go through admissions, you get taken care of. You get medicines and prescriptions filled and then you go through checkout, and then you go through the delightful exit process about your insurance and everything else, right? But that journey can easily be mapped out and I also think there people would really begin to see ways to streamline those processes and make them easier for all of us.

Ed is often the bottleneck, but it's also where 40 plus percent of admissions come through for a facility. So they're often driving business to their eds if the urgent care and maybe some of

Yeah.

other locations aren't available, and yet, if you're going to drive business to your ED as a point of admission, having that ed be experience, be something that people are willing to go to

Yeah.

it versus last resort could be a, could definitely be a game

Yeah, it sounds like that's a be, be a great place to do a journey map, right? The more as you talk about it. Because imagine if you came into that environment and they were able to maneuver you differently from those who are truly at, in a life or death situation versus those who've just been sent there because the urgent care can't take care of 'em is closed.

And they need probably more services that a normal doctor visit would've taken care of, but they don't have the means to go there. So it, right now, everyone kind of ends up in the same bottleneck.

They do, and you've led teams in environments where excellence is expected every day. What can healthcare leaders learn about sustaining that standard without burning people out?

I'm gonna go back to something I mentioned a few moments ago because it has to start from day one. burnout happens when you don't have control. So you, your staffing levels may not be right. Your, you may have staff and they're not trained, right. And so you know, that burnout factor, I think you have to take a step back and actually look at what's causing the burnout, because we can talk about.

Being welcoming and creating an environment similar to hospitality. Hospitality gets burned out as well, but I think the difference there is they're able to take a step back more often and look at why people are coming through the door. How do I, ramp up one area in a busy time versus another area that may not be busy at a particular time.

Burnout I just think is a matter of leadership control and I, maybe some of your viewers are gonna disagree with me on this, which would be kind of interesting because. You should be able to know your peaks and valleys, right? So you wanna control those and you should be able to do that. And even in a doctor's office, again, I can't look at the emergency situation as much because I imagine that's a little different, but.

You should be able to know what your peaks and valleys are, and through staffing differently, you should be able to manage those burnout from just this mental like day-to-day grind. I think you have to take a step back and ask yourself, what is your leadership doing to really make sure the health of their employees is first and foremost?

Because at. if they're the ones feeling that pressure, they're not gonna deliver the level of service you want. And I think you have to take a step back from that, and you have to do, you have the right people in the job at the right time and are using your information well.

Easier said than done, by the way. I know that so.

Yes, although the irony, and I've always endeavored to stay healthy as an individual because. fascinated truly about how many healthcare providers or healthcare executives aren't very healthy because of the stress and the amount of hours and time they get put into doing the job of running these healthcare systems.

I'm like that balance coming in. It's getting talked about more and more, but it's still. Acceptable to almost live a really unhealthy life to run a healthcare system. It's just a strange trade off in, in many cases, and I've always endeavored to be able to provide a space where you could leave on time most of the time and still have a life outside of showing up for work

That's right, and I think again it looks back to the leaders in those facilities. And do they, and actually do they have the skills to create that kind of environment? It's not to say that they're not the not a good leader, but do they have that all encompassing skillset to recognize those situations and help their teams work through them?

I also understand healthcare is different. You're legislated differently. You've got different dynamics than go on in the hospitality industry as well. It's not as easy as it sounds. But you mentioned a gentleman that you knew of once in your career who seemed to grasp the nuances, right? So it's possible.

And more and more we're seeing medical tourism, concierge care, and even some of these equity

Yeah.

being discussed, but concierge medicine and medical tourism feel more like the Ritz-Carlton of

Mm-hmm.

They're exceptional, often out of reach for many. What can we learn from them without creating exclusivity?

there's a lot of reasons why people go into that environment, in my mind, they want access to medical care on their time. And I also think they want information. So they wanna be able to sit and understand what's going on with their bodies. They wanna be able to talk to someone who will come back to them in their terms.

And I think when you look at concierge services and medical tourism, you're working with a group of very experienced professionals who have the time. To deliver those conversations. And it gets back to just a moment ago as you were talking about burnout. How do we build that capacity within traditional healthcare so that people can.

have the time that they need with their doctors. And I think that's a big challenge in the medical industry today is do people have time to talk and sometimes just talk. Imagine if you could talk and get your questions answered. You might not do those three or four follow up calls when you get home and realizing all the things you did in ask, because everything was so rushed.

So I do think there's a lot that can be learned from those services and bringing them more into the mainstream. But it does require some fundamental changes into how the day is run and how the staffing is. But I think it would be an interesting business model to run. That said, if you did more upfront, would it reduce what goes on afterwards?

And I, outside in, I would say it should.

It should. We're starting to see. More interaction between patients and physicians, especially in the office setting, from introduction of things like ambient listening, where now the physician can talk to you because ambiently like being picked up, transcribed into a note, physician approves a note.

You get that summary delivered to your

Yeah.

ways where you can spend more time together. But that's the first time page in almost 25 years that there has been something that. are excited about in terms of the ability for all of the burden not to be on them and be able to actually take care of a patient, which for the most part, physicians went into medicine to make people better and to take care of

Yes.

over the years, we've just piled on burden upon them to enter notes, enter codes, enter all of these things. They became.

A note taker.

point, the

Yeah. Yeah. It,

That was never the design for most PCPs, like when I was a kid. And granted, I'm in my fifties now. when I was a kid, like your doctor, like, checked, like you got tongue depressor the heart, like now almost everything's like electronic and your physician may never actually even like, touch you during the

that's right.

and you're like, hold on.

Do you at least wanna like, make sure I have a pulse? I mean, yes. I mean, it's all being taken care of electronically, but the ambient space is allowing them to have more one-on-one time. And I am hopeful we keep finding technologies allow the personalization of medicine without the exclusivity of like a concierge experience. Be a part of it, regardless of the setting.

Yeah, I'm excited. Just talking about that and knowing where we're headed with all of the new technologies that are out there. The ability to take that admin work off of the doctors so that they can be there with you in your time has to make a tremendous difference. Right? And these tools that are coming out to your point, allow them to facilitate through that.

And that is exciting. And then hopefully some of these other things we've talked about then start naturally coming back. Because if we go back years into doctors and when they used to come in, they were warm. They did know you, they knew your family name, they knew all of that. And maybe some of these tools will at least open that door so that they can enjoy their jobs as well.

Right? They wanna be there for a very specific reason and we want them there.

and give us consistency versus something that has to be curated only in a luxury type of environment.

Absolutely. Absolutely. Because that's not the majority of the world. The majority of the world isn't gonna be in that segment.

No, I have loved all of these themes that we have been able to explore together. And are you ready now for speed round?

I'll give it a whirl. I'll give it a whirl. I can't,

I always love, like, are you ready? I'm like,

Yes. We're ready. We're ready. Take it away.

We're gonna wrap floors for speed round, a few short questions, and

Okay.

me your first instinctive answer on

Okay.

Okay. One hospitality lesson that every healthcare leader should adopt

Listen first,

a word that defines great service.

engagement,

What makes someone feel welcome instantly.

a smile.

What is your That is such a, I love, I've become almost say these for all of these. It's so special. What's your go-to? Way to recharge after a long day of serving others.

I go to I love to sit in my sunroom with my husband who's home as well, and we're quiet. It's our quiet, we call it quiet. It's quiet time. It's like when your kids are home from daycare and you go, it's quiet time. This is us looking at each other going, okay, it's quiet time, but we're together.

But we're both able to just slow down and breathe. And then after a while, we talk about our days and what's going on, but it's this ability to find space and that's how I love to recharge.

Oh, that's a really good one. Last question. What is one thing that healthcare does better than hospitality?

I think healthcare has discipline and I think that it can be leveraged very well in hospitality, different conversation for a different day.

Yeah, that's a good one. Paige, this conversation reminds me that hospitality isn't about luxury. It's about humanity, and it's in the tone of a conversation, the anticipation of a need and the small things that make people feel valued. Thank you for bringing your perspective and heart. To this conversation because for all of us in healthcare, your insights remind us that while we can't always offer a choice, we can offer care, and that's where true hospitality begins.

Sure does. And I am so pleased, and this has been so much fun. I love the dialogue and, just to reiterate kind of what you said and the tone of flourish, right? And what you're all about is this ability to bring experiences and care together. I just think make the whole environment better for all of us.

And so thank you very much for letting me spend the time with you. Appreciate it.

Beautifully said. Thank you again for joining me, and thank you to our flourish community for listening. Until next time, keep leading with purpose and kindness and keep flourishing.

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