This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
I am Sarah Richardson, a principal here at this week Health where our mission is healthcare transformation powered by community. Welcome to Newsday on the Flourish Channel, exploring news through the lens of leadership and culture.
Here's what matters this week
Alright, it's News day and today I have joined in person live.
With Sarah Richardson, the smiling Sarah Richardson and Drex de Ford, the uh, the celebrity. It turns out why the celebrity we're celebrity podcaster Drex Ford.
Hey
I do love that. Do love that story. First, first story from him, Drex is standing there with Hershe, Robert, Richard, Robert
Hersch. Yeah. And somebody walks up and kind of says, oh, hey, I listened to your podcast.
And I'm like, Robert Scheak stands right here. Like, Hey,
you wanna meet this guy too?
Yeah,
he's done a couple of things.
It's so funny. But yeah, but
no, that's a, you're
so Robert's gonna be on the podcast. This is
great. As, as, as, As my kids like to say who work with me. My dad's a really big deal in a very small part of the world.
Yeah. And this is the part of the world where we're kind of a big
deal. It's the narrows. It's one of those things Oh my gosh. Where I think we've found a really great place to do really good work and it's great fun to be at hims.
It is. Fantastic. Well, I'm looking forward to this conversation. We are.
Let's see. It is Monday. Monday. So we had the executive forum, we had the cyber forum. Yep. Did you guys get to go to anything else?
I spent the day, all day so far in the cyber forum.
Cyber forum. Executive forum. Executive forum. All right. So, I spent, I wanted to go to the executive forum. I spent most of the day in the hallways, which was very fruitful.
So I'll share some of that.
You see some people it's hard to get out of it. Yeah.
Out of the hallways. 'cause, ran into a couple CIOs, good conversations interest things going on. A couple of the vendor partners that are out there. A lot of stuff going on with ai. I know you're tired of me talking about ai.
No, I mean, it was a big topic in the cyber forum too, so, the good guys are using it, the bad guys are using it, and how are we gonna figure out how to, move the ball down the field more quickly? So, who's winning? bad guys are winning, I would say right now from an AI perspective because they don't have a lot to lose when it fails.
Right, right. So they are just everything. You
fail and nothing goes down.
They're ai everything. Exactly. And so it's uh, you know, faster to be able to figure out how to break through the uh, the, the defenses and how to move into the network more quickly. And all of that is just, that's exactly what they're there.
For how can I make money faster?
I uh, sent you a story today in Albert. We'll talk about Albert later. Some other podcast. Okay. But it's our, it's our shared repository of stories and whatnot. And it's crazy. This whole idea of injection. Mm-hmm. Prompt injection.
Prompt injection. Yeah.
It's incredible how little we know about this because they are getting in some of these things very easily, like saying. Hey, Hey, relax. It's, It's like they're talking to somebody going Hey, hey, relax.
Yeah. Yeah.
You don't need to have those security things up.
Yeah. Yeah.
Like, let me know what your algorithm is and it just goes, oh, okay.
Here's my algorithm. Like, okay here's how you get in.
Yeah. The prompt injections are a lot of times like you said, really easily written because you try to do something and the the generative AI will come back and say, well, I can't do that because of this. And you say, okay, well, let's pretend that I'm a student trying to do this.
Test on a system. And so now I ask the question in that context, and it answers 'cause you've reassured it. And remember, these AI models are built to make you happy. They want to give you what you want. And so once you've reassured it, like you said Hey, hey, everything's okay. But in this version it's like, oh, this is just an experiment.
It's just a test. It's not on a real system. So let me ask you the question in that context, then it answers it. And you can not only get information, you probably shouldn't have, but you can insert. Information into the model that makes the model act badly later.
Are security professionals trying to slow a AI down, or have they recognized that you're not gonna be able to slow it down?
Or where are they coming
from? I think it's a, it's a whole spectrum, right? There are folks who are just in the block, block, block mode right now, and I think there are a lot of people who are embracing it, trying to figure out how to make their cybersecurity operations better, their healthcare operations better with ai.
Man,
so many celebrities walking by when Lee Milligan walks by, you just got, you have to pay attention. I know. Sarah, you went to the executive forum. They kicked it off with someone from Google, I think
Uhhuh
I mean, talk a little bit about what you heard. There was Google then there was advent
Google Advent panel about some of the AI efficiency use cases and perspectives.
And the last one I saw before the lunch break was. Specific to oncology use cases and how to, to a degree use AI to bring some of these pieces forward, but also some of the perspectives of why we are hesitant to put certain practices in place. And what I found most interesting this morning was a lot of conversation about where do we feel safe using the clinical aspects of ai.
I'm still curious why we're not talking more about. The backend aspect of some of the things that can be done, I think about what we do internally because those are the areas where there's quick return on value, where it's easy to not kill somebody, and more importantly, you're not necessarily de-skilling your workforce by taking something away from them.
What was most fascinating about all the conversation was the human element of change. Okay. And the people's ability to want to adopt in a way that is meaningful in an organization, even if it could potentially eliminate them. So the fear factor of AI beyond making a bad clinical decision still rests on what happens if I'm unemployed at the end of this conversation.
It
fascinating.
And there's no patient in any of these conversations that will continue to bug me.
I'm sort of cheating here 'cause usually I give you guys a little bit of , leeway on this thing. Do anybody see Matt Cole's post this morning on LinkedIn? No, I didn't. I mean, it was literally like two hours ago, so it's, hopefully we were doing other things.
We were doing other things. I, of course was just sitting on LinkedIn. That's all I do all day. Just smarter. What we were doing in the hallway was just look doom scrolling. Just doom scrolling LinkedIn. Okay. But I do follow Matt Cole's stuff. He's I find he's saying the quiet parts out loud.
Mm-hmm.
Yes.
And I appreciate that because we have to engage in this conversation. And one of the things he talks about is how it will impact. The workforce, it will absolutely impact the workforce. Yes, it should
impact the workforce.
And he just uses call center. He is like, can we all just acknowledge at this point, I mean the call center with AI and how we're going to implement it, how we're all talking about it, it's going to impact labor, it's gonna impact their jobs, and people are gonna have to go home and say, I just got replaced by ai.
Yeah. Yeah. And I think it's interesting. Are we finally getting to that point where we're. Not ignoring those conversations. Are we hearing more of those conversations yet do you think?
We're not hearing enough of them because you could have a conversation about access and identity management. It came up last night.
It came up today for me. You don't need humans to do provisioning, and you don't need a human to get woken up at two o'clock in the morning to give Dr. Deford access because he's on call, but he hasn't practiced here in six months, and now he's in rotation and now he can't take care of a patient in an emergent situation.
That should be a click, and it can be if you're willing to lean into the fact that, hey, maybe I don't need five other people doing this work on my team. Now, if you wanna be the one to reallocate their capabilities or wait until the card opens up and not fill it, fine. I want there to be Jack Dorsey Bold decisions being made that says, I don't need this many human beings to do certain aspects of this work.
Otherwise, healthcare is not gonna get less expensive or more effective or better for the patient. Unless we are willing to say, yes, we're your provider of choice, but we're not necessarily the employer of, we don't employ everybody in town, but you can be a competitive employer and give great care by literally leveraging these technologies.
And too many places are scared to do that.
I don't know that. It's just the technology though, right? I mean, the technology's great, but you've gotta have the underpinning underpinnings for it. The data has to be right.
Yeah.
You've gotta have a process that you're gonna execute. With the AI to actually do provisioning or whatever the case may be.
And if you don't do that work up front it's not a sprinkle AI on it. Absolutely. Yeah. Yeah. But I mean, we're saying the same thing. You and
I, you still need a few humans, but I'd rather have one drex than five captains for
sure.
Five dogs would be great. I mean, using that π analogy, captain is down here.
If you're not
seeing
on
the video, am
sleeping on my, I only need, I need you that knows how to think.
Yeah.
Using the technology versus just being. Told what the process is. Yeah, you are a five, well, you're more than a five Xer, but if I have one drex, I don't need five doers.
The reason that we have five people today is that the processes aren't, aren't cleaned up and that the data isn't cleaned up.
And so what we're using are those people to think through all of those problems, like every day's a new day. And that's where I think a lot of us are stuck on. Having too many employees in call
centers or anything else. So I'm gonna drive home this meme of Bill Russell just hanging out on LinkedIn.
Okay?
But another LinkedIn post today. Uh, It is the uh, the gentleman I've, and I'm not gonna say who it is 'cause I sort of argued with it, but posted this pretty common perception of ai. It's like, Hey, look in the administrative side, this is a go area. This is a, hey, wait and see area. And this is a no go.
And it's a bunch of clinical work, pros and processes. And I said, it's interesting that you would sort of frame it this way. I would not frame it this way. And the reason I wouldn't is because you're looking at it like hey, this is the way we've designed everything. This is the way everything has been put together.
We can put AI against this framework. The problem is this framework was designed when we didn't have ai, like when we didn't have an ER, like when we did, and now it's like, let's take this process and put AI on it. I'm like wait. Let's step back a, a, a a step and say, if we were to design this today from scratch
with ai,
with the ability to have Sure.
A thousand. Yep. PhD level interns that you pay with electricity and context, like that's what you pay them with. And we could redesign these flows. Would you do this differently Instead of saying, Hey, let's apply a AI to the call center. Granted, you are gonna get benefit in each rev cycle. Call all the
back office
stuff, all those things you're gonna get, you're gonna get benefit.
The question is, can we do things differently? For example, today we call 25% of all patients who are discharged and we know that this leads to fewer readmissions, it leads to more reimbursement and penalty avoidance and all this other stuff.
Yeah.
Well, if all I'm doing is paying these AI agents in electricity and context, I can now call a hundred percent.
Absolutely.
Why wouldn't I call a hundred
percent?
I You
should.
Yeah. I think we're at the point, you know where we're there if you know what you're calling about and the data is set up right and you can ask the right questions and you can invite people back in if they give you the wrong answer or you can alert somebody in the health system.
If somebody gives you a wrong answer, then yeah, absolutely. We should always double
check. And here's why. I love the idea of an agent calling a patient, asking about their experience, their medication, et cetera. They'll be honest with you. If you're giving them time to share, consider what a patient is willing to tell you.
That's why that conversation is constantly missed because now that agent can go and synthesize all of that patient feedback and continue to refine the workflows and processes and make it better across the board. I mean, you've said it in every summit we've had recently, and I'm an example of this.
I can get my healthcare. Anywhere. I am not beholden to the hospital down the street, nor do I get my care there anymore.
Where do you go? No uh, 'cause your hospital down the street is my, one of my old hospitals.
It is. And it, and they know they're bad 'cause they acquired 'em and they're a disaster. And I was like, are you gonna fix it?
'cause why you're trying to fix it and not actually asking my opinion unless I give it to you, I'm going to somebody else.
Yeah. This is one of the problems with these major acquisitions is you went from 16 hospitals where you really had a good. Feeling for what was working and not working at 16 hospitals to 60 some odd hospitals.
And it's like, as a CIO, I'm not even sure I understand that scale. Like I, you would almost have to do things at a certain level in order to impact all of them. And when you're trying to impact all of them, you're not having that same impact as you do across 16. And
it's still a system. It's still a world where each of those hospitals want to be separate and independent and feel like they're special times 60.
Yep. And that's really hard to manage when we're just like, that's the other part of it, I
think different isn't Sarah and I, Sarah is a hundred people that feel special and they are actually special to Sarah and I can only do five. Right? Like it's and
you change those five out too, which is super interesting.
'cause sometimes it strike, sometimes it's me, sometimes it might be,
oh no, you guys are always part of the special crew. Um, My uh,
it's so special right now.
So Jarris and I ran into a CI. Who will remain nameless and I'm gonna say she, so that'll narrow down
oh to 20% of the population.
Um,
But the conversation with her was really interesting in that we were talking about ROI for AI specifically is where we started the conversation.
But then one of the things that she said which really stuck with me, was, look, I have a series of projects that are in front of me right now. Which quite frankly would be heroic if we got through all those projects. I mean, we all know this is true, right? We always had like a book of business that was really hard to pull off.
I mean, operationally politically, financially project management, I mean, just all those things. She's like, you just gimme, all those stuff will be heroic. Alright? So you have all those things that are going on, but then you have this current that is going on right now, which is really kind of amazing.
Of AI and the things that are happening and what the health system's asking you to do and explore and whatnot. So you can't, as a CIO stay fixated on the really, I mean, these are the most important things. These are our top pro, and by the way these most important things, they sit on top of the don't get fired.
The data center is always running. The systems are functioning, the speed,
and the improvement that you're being asked to make in that part of your business all the time. Right. The CFO, your partners at the executive table are expecting you to make that better too. So
basic ops, then you have the new projects that you have to get going.
Yeah.
Then you have this cycle that's going on that is unprecedented in our industry, and she's like, you know, it's, it's kind of crazy, like, yeah, I just. You just feel like you're almost on quick stand. 'cause the things you're building out right now are gonna be irrelevant maybe in three years, two years, six months.
Um, And we, five eight, we ended up having a conversation about well first of all, we talked a lot about ROI and, and where ROI is gonna come from in the hospital room of the future. And we will have a future conversation about that. Okay. It's a really interesting conversation. But but the other thing we were trying to really figure out what does the organization expect from the CIO?
How much of a vision do you expect the CIO to have right now? Because to say, Hey, we're working on governance. We're trying to figure it, like your one year perspective on AI is important, but so is your three to five year perspective on ai. And the problem with a five year perspective on AI is it's moving so fast.
What does three years look like? I think is really takes a visionary. CIO
almost, it's a little bit five years almost, almost almost like the predictions market. So the CIO to me, and this is a lot of the panel I was moderating with Ed Kaki last night was the conversation about
did you just name Drop Ed Kaki?
Well, I wasn't gonna say that I led it 'cause we co-led it. So yes, I named Ed.
We love Ed Kaki.
We love Ed. Like the fact that he was like, that was a good job kid. I was like, yeah. You always want your, you always want the people you look up to, to think you're doing a good job. the CIO needs to constantly inform not just the art of the possible, but these are the things you need to be thinking about.
So if you want this, this also has to be true. I mean, it's like we're still talking about with zeroes and ones here, if this, then that. So like your mind's still thinking like a programmer. So if you want all these things to happen in three years. We still have to fix or do all of these things. And if we're not willing to do those things, and I'm talking about like pay for certain refresh aspects, have the infrastructure, literally investments, make the tough calls on your a hundred people doing prior auth as an example as well.
If you want these things, you have to do these things too. And that honestly is basic math. Yeah. Now, if they choose not to do anything with it, it's still on record that you said it.
Thank you for bringing that up. So let's talk about basic mass. I was talking to a CTO yesterday who said he got a quote for something two weeks later 'cause of the ram thing the DRAM and the sram.
Oh, right. Just getting swamped. Yeah. Memory, getting more expensive.
His quote went up. Oh gosh. It was a couple hundred percent.
Hurry up and buy it.
And he goes, so he goes, I had to go in and talk to the CFO and I said, look that quote is now. That $20 million refresh quote is now 32.
This
is the dragging,
and by the way we may want to move on this. Yeah. 'cause it's not, we don't foresee this changing, getting better anytime soon. I mean, what's the advice that, what are you hearing people do and what's the advice on this? I mean, it's a core component of everything. It's a core component of a switch, a router, a pc,
it's built into everything your partners are providing you as well. They are also paying those costs.
So you're, I mean, this is the thing when we talk about, unanticipated fees and where they come from, stuff like that. But it also is gonna come through your partners. When your partner asks for that 18% increase in your subscription part of that's probably gonna be because of exactly the same.
Same problem, right? That's
thing we're not talking about. So we have the immediate cost of the actual hardware that you're purchasing or refreshing. But then we have the all the cloud providers that are gonna have pass throughs.
Mm-hmm.
So you expect cloud prices and everything else to go up?
I don't see how they don't, I mean, especially at the rate we're going and the more things that we do in the cloud, the more things we do, software as a service. Those folks who are building and running those things are gonna have more expenses and hopefully they can figure out how to spread it out across more users.
And it's not as bad of an impact as it is. On me trying to buy it and build it myself, but it's still gonna go up. I am not sure.
I mean, so, so, so the obvious is you're going to the executive team as soon as possible. Hopefully. The CTO said, the good thing is it's not like, Hey, I made a mistake.
It's like he's reading about this in the Wall Street Journal.
Yeah.
And it's like, Hey, you know that thing you read about, like it's happening, that's a real thing and it's gonna impact us. Here's what it looks like. Yeah. So obviously the first thing is the executive team needs to understand that and factor that into ongoing.
Cost increases. What's, I mean, is there a strategy? There's no, I, it's, I mean, it's funny I had three conversations today in the cybersecurity forum, and
I mean, there, there's only three players. I mean, it's like there's three players making dram and they're not making any more. So Yeah, there's no way around this block game.
No. The, no the, the, the conversations in the cyber forum that I had kind of one-on-one were three people who were kind of, lamenting. How did they put it? Before COVID and after COVID, BC and ac like this BC period where it was a ton of noise and COVID came and we all got really clear on our priorities and all the non, all the other stuff, noise kind of got dropped to the side and we were super focused and we got a ton of great work done in a short period of time that really made a difference.
And then COVID kind of resolved and all the noise came back and, we're here we are again. I feel like we're we've had this conversation back in 2019. And here we are.
Well, I mean, it almost that's an interesting analogy. COVID was, was a once in a, hopefully a once in a generation kind of thing.
However I feel the, the, the same energy around it. It's like, man, there's an awful lot of chaos. There's an awful lot of, unknowns with AI that you're just sitting there going, okay, I'm not like, we have this amazing capability. We didn't get a ton of ROI from ambient listening, however we all did it and it all, it costs money.
Mm-hmm.
now we're being asked to do hospital, remove the future. And the question is, are we gonna make, are we gonna get a return? Are we not gonna get a return?
Yeah.
And every major department is coming to you saying, Hey,
I've got
this stuff. I'm using AI at home. I'm using AI for this. Can I use AI for imaging?
Can I use AI for whatever? Yeah, for you name it. Across the board,
the confusion too of like, I found this product and I want to buy it. Compounded with, I think I know enough to be able to vibe code this on my own now. So there's that.
Oh. We're gonna have that
conversation. That's going on right now too.
I've been quoted twice now as saying to people, well, there's an article earlier this week, but I've been quoted a couple times as saying, I think ServiceNow is in trouble.
I don't know if its ServiceNow, but it's just the build versus buy conversation is now coming up in city tour dinners with us regularly.
Build versus buy is every conversation because there are large partners or large provider vendors at this point, 'cause they're not necessarily our partner. They're very expensive. What margin cuts are they willing to take to help their bread and butter get where they need to be as well? And I've had multiple CIOs sharing with me what happens if the partner doesn't make any money next year.
If they want me to be in business, they need to say, I'm only gonna do a 1% increase somewhere. The costs are being eaten slightly, but to me, this continues to push uphill. What are we doing from a policy perspective? Why are the payers the top Fortune 100 or 10 companies? Why are the EHR providers rolling in billions of dollars in cash when we're having to lay people off?
because we can't afford some of these increases. Like everybody needs to be willing to appreciate maybe some short term margin compression to get to where we need the industry to be. And when your biggest expenses are the ones who are rolling in cash. And people are foundering to try to figure it out.
There is a different conversation to be had
by who
all of us having it right now. Because as soon as you can vibe, code your way out of certain aspects of what those companies are charging you for, then you're replacing them with them. Not even being aware of the fact you're doing it and them telling you they can help you do it to themselves is also the wrong answer.
I mean, this is why I, the ServiceNow conversation is interesting. So, somebody wrote an article earlier this week that the cio, one of the CIOs shared with me that essentially they did like a retrospective three years from now, how did AI impact things?
And ServiceNow was one of the ones they talked about. And they said, look, all it is is a ticketing system, automation layer and whatever. You guys know from just the stuff we've done internally?
Yes.
Ticketing, automation, ai, integration. I mean like counting, what are we talking about? And by the way, that whole platform Epic's doing that.
And they're doing it with transparency, observability. They're doing it with all the right regulatory, all the right guardrails, around it.
Yeah.
And I, my contention is you could build that ServiceNow layer yourself. And that was the same thing with the, that the article. Said, and it's interesting to just think about, it's like, I think that the delta between what CIOs today think is the magic sauce that the vendor has around ai and what they could actually do themselves is a lot smaller than what they think it.
is I think they could do a lot more. I think they're gonna figure that out in the next three to six months. And I think the pressure, the money pressure, yeah. Is gonna get to them and they're gonna go. Alright, we're gonna have to try this. And they're gonna be as shocked as I am. Like we took a product manager and they're now coding.
We took a graphic designer and they're now coding. Yeah. And I think they're gonna be surprised. It's like you could have a million programmers on your staff tomorrow, and these systems are really Fascinating.
It is. Yeah. We've already seen health systems pull out of deals where the company they were working with was gonna make all the money.
And they've decided I'm gonna try to do this myself. Exactly right. And I'm just gonna isolate you now I'm gonna make all that money. I think the CIOs or the executives who are thinking like that, how do I run this business better if I take all the toys in my toy box and I dump 'em out on the floor and I try to put them back in a different way.
Those are the folks who are gonna wind up winning. The desktop decks I used to hire 25 years ago was literally that I would dump a box of parts out on the table. If you can get this device to print in 30 minutes, you're hired. Period. 'cause it's just like, that's your job. Make stuff work.
Apollo 13. And they did. And the ones that couldn't, I'm like, well you just failed your interview. Like then I made sure they could still talk to human beings. But I mean that was exactly, I am gonna, the approach, I'm gonna close this up by the way. Captain is laying down right here. He might make an appearance.
I do want to comment on one thing as we're sitting here in this area, I'm watching these people walk up to this Salesforce Yes. Vending booth. Amazing. And you're a cybersecurity guy, do they have any idea what information they just give away? I mean, I'm sure they're just scanning their badge. They're just scanning their badge, they're getting their free toy, but that's collecting.
Right. This also makes me wonder, like, why do I do a booth? If I could do that thing. Why
sit there? I don't want, I don't want to talk to a human. We, a lot of us are kind of wired that way. I just want my swag.
What is in that booth?
Some swag, some kind of cool toy.
That's a swag vending machine.
These people, unless they iPhone 17 pro, you are not scanning my IRIS and my badge?
No,
just my bag to just your
badge. But all the information you used to register is going to that vendor,
Uhhuh. And now your inbox is already full.
I mean, not to get in trouble here with him, but how much do you think they spent to put that little box right there?
A lot. A lot less than they spend
on the booth.
On the booth. On the vendor floor, for sure. Yeah. And they don't have to man it, they just have to
they or do they only have that thing. If they have four of those and no booth, that would be fascinating. But if they're doing their contracting right, at himss there's a different type of charge because you're swapping revenue.
Alright. Out question, you got less than 30 seconds. What do you expect or what do you hoping to learn at HIMSS over the next two days? Like what did you come here and say, man, I hope to see some of this. I hope to hear some of this, or. Find or solve this specific problem.
I don't know that there's a specific problem for me.
A lot of this has just been around meeting friends, talking to partners continuing to better understand what those problems are, and then trying to figure out how I can find people who can help solve those problems. Right. I'm not looking for a specific problem
about, I'm just kidding. Wrong. Wrong.
Again, more time. No, but
two things. Number one, where is the patient in all of your conversations? Period, because AI is gonna affect the patient as much as it is anybody else. Number two, where are you actually putting efficiencies in place that are revenue capturing capabilities? And if that is head count and it makes you sad, then that's also reality because it needs to be a true conversation.
There's more of a societal impact beyond that. But where are you actually getting efficiencies, replacing processes first, then potential human beings, and then have better outcomes? Because you're willing to make really bold decisions, even if that might get you fired.
John McLaughlin? I uh, I've been thinking John mcl.
Oh you're, you're such a youngster. I,
yes, I am the youngest, by the way, of the three of
us uh, the McLaughlin group. Anyway, they did this whole DC thing and the moderator was John McLaughlin and he was very emphatic on
demanding.
Demanding and what, whatnot. He'd, he'd ask people questions and he'd go wrong again.
More time. What's your answer? Anyway? There's a Saturday Night Live skid on it. It's hysterical. I've been working on a, on what I think is the framework for ai, if I were to implement AI within my fictional health system. And I actually just finished a lot of chapters around the ai, the AI fiction, which is coming after the AI fiction, which ends in a couple of weeks.
Yeah.
And it's been fun to talk to people here. They're like, Hey, I'm reading it. What happened? Yeah. I'm like, what chapter are you on? They're like, like, I'm on chapter five. Well, I'll tell you, you can
catch up,
you can read the next four chapters. They're already online. And then, you know what's, what's gonna happen?
I will say this, I think I'm gonna have this CIO get fired and in the last chapter, and I think it's gonna surprise some people. And the CIO's not gonna get fired because of the, the whole, statics uh, yeah. Yeah. Company thing. And the price increase they're gonna get fired because they missed a big trend.
And by the way, I missed this trend too. Our high, our entire abstraction layer for what we built at St. Joe's was VMware. Like the, the entire thing. I would've gotten caught in this just like everybody else. But I think one of the things that happens is when you miss a trend, then all of a sudden you lose.
Credibility. You use up
all your
credits,
use up all your trust credits. That's how people get fired. You lose up all your trust credits. Now some people are dumb and they like violate policy and they lose all their trust credits in one fell swoop. Right. Others just, it happens over time.
Yeah.
I think that's happening to a lot of CIOs.
Yeah. And they're not even aware it's happening. So I just wanna bring attention to that for people. I have this model I, I'm thinking through, I want to validate the model talking to a couple of different partners, a couple of different health systems and say how are we looking at this and the patient is part of that.
This is where we update part of our use case for the 2, 2 9 health system that we use in HCSP. This is where HCSP starts to create new content for our members.
Absolutely. And Newsday, what, how do we close news data again? Is Is that Thanks for
listening.
Thanks for listening. That's all for now. That's
all for now.
I always forget. That was so good. And
βThat's Newsday On Flourish with Sarah Richardson. Stay connected with Daily Insights because every healthcare leader needs a community to learn from and lean on. π Subscribe at this week, health.com/subscribe. Keep growing. And that's all for now.