This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.

Hi, I'm Sarah Richardson, former CIO and President of the 229 Executive Development Community. Welcome to Flourish, where we delve into captivating career origin stories and spark conversations that inspire, inform, and foster community.

Join us as we explore the journeys that have shaped successful professionals and uncover the insights that can help you thrive on your career path. Thanks for joining us.

Sarah Richardson: Welcome to Flourish. This is the podcast that explores bold journeys, brave pivots, and the art of building a career that feels both authentic and impactful.

I'm your host, Sarah Richardson. Today's guest is someone who embodies all of that and more. Dr. Stephanie Lahr as a board certified physician and seasoned healthcare executive, Stephanie has long stood at the intersection of clinical care, digital innovation and operational transformation. Now as the founder of Vital Thread Advisory, she's leading with clarity, courage, and the confidence that comes from rewriting the script on what is possible.[00:01:00]

We're gonna dive into her journey from decades in structured systems to thriving as a one woman consultancy driving healthcare forward in new and essential ways. Stephanie, welcome to the show.

Stephanie Lahr: Oh, thanks,

Sarah Richardson: Sarah. What a wonderful introduction. Well, and I love being able to introduce you because one of the hallmarks really of flourish is that.

You get to understand how relationships are formed and built and talk through those as well. And I don't know how long we've known each other. I wanna say it's almost a decade. It might be shorter, but when you meet certain people and you connect, that bond just keeps on going. And I can't picture a time in maybe the last, probably decade in the formative years of this industry and how it keeps pushing forward that you and I haven't been somewhere to gather doing it.

Yeah, and that has been the funnest thing. So again, thank you for agreeing to be on the show today.

Stephanie Lahr: Yes. Happy to be here. Happy to talk about the new crazy stage in my career and what made me to think about doing that. Even as I hear you talk about it, I'm like, oh yeah, I am doing [00:02:00] that. Okay.

Yes. Yes. That's, yes. That's my new me.

Sarah Richardson: You are doing that and you spent years in high impact healthcare leadership roles. I'm curious what made you start questioning whether that path was still right for you?

Stephanie Lahr: You know, It was no one thing. But as I started to realize, in my last role at artisight, it was such a really fabulous role because it was a startup that went through a huge amount of growth while I was there.

So I was able to both contribute and learn. From that process, but it also in that super accelerated transition stage for a company, people also transition as well. And so, it was two and a half years of fabulous education experience moving into that vendor side. From my previous extensive experience, both on the clinical and leadership side in healthcare.

But I started to feel like, something was gonna come next, and I wasn't quite sure what that was gonna look like. And your boss [00:03:00] and mentor of mine Bill Russell really played a pivotal role in how this all came together. I actually, I called Bill and said, Hey I am thinking about making a transition and trying to figure out what I'm gonna do next.

And Bill being the great guy connected on all sides of the industry that he is like, okay, yes, let's do this. So, like, is it a health system you wanna work for? What health system? Let's go figure it out. I'll help you get there. Or, okay, if it's not a health system, is there a company, like what company is driving you now to say, this is where I wanna be?

And I said, yeah, bill, there's no one company, no one health center. There's lots of great people doing great work out there, but there's not one thing that's sort of right now staring at me saying, this is what I wanna do next. Let's go get it. And he says, okay. Maybe you do something on your own.

I was like, oh no, bill. That's not who I am. I work for someone else. I work for another company as just, that that's what I do. And he says, in amazing mentor fashion, okay, [00:04:00] well that's a really good thing to know about yourself. And moved on with the conversation. And later that night I was reflecting on my conversation with him and thinking.

Wow. Like I didn't even let his idea settle for a second before I had an immediate response of, no, that's not me. Why? Why? Why was that my response? Why was I so quick to come up with that response? And as I thought it through, it really was founded in a couple of things. One, it's all I'd ever done. In from

my first job, at postgraduate career Was as a resident, well obviously that's full-time and one, one health system. And then generally speaking, when you go out into private practice, you work for one health system, one practice. Then I got into Healthcare Leadership, one Health system. And then when I went to work for Artist State, also one company, and that's where my benefits came from, that's where my structure came from, and it just [00:05:00] felt like.

I needed that structure. In fact, another friend of mine who's an internist turned CIO, said to me recently, I don't know how you did this, because Stephanie, we are internists. We are ultra sort of conservative and overly thoughtful about things. This was way more brave than I would ever been able to do.

But as I thought about, okay, well it's all I've ever done. Okay, well that's an explanation, but it's not a real reason. And then I thought, well, what's wrapped up into that? And it was more fear and anxiety driven around, well, when your paycheck and your benefits and all the things are coming from a company that just feels so much more

solid and dependable. And then at the same time, I thought about a couple of dear friends of mine whose organizations went through major transitions recently and their jobs vaporized. And I was like, well, wait a second. How secure and solid is that? So I [00:06:00] decided those were really not smart reasons to have the response that I had to BIll.

And so if those weren't good reasons to not be willing to think about this, maybe I did need to think about it a little bit more. And as I was digging in and thinking about, well, what would that look like and how would I do that? I reflected on the number of conversations I'd had with leaders particularly on the vendor side of the community, but sometimes in health systems where people said, man, we would love to have somebody like you with all of your, diversified background and things on our team.

But I don't know if we need you all the time, and I don't think we could afford you all the time. And so then I thought, well, maybe it doesn't have to look like that. Maybe I can find a way to do awesome work with great companies and great teams. In a way that can be structured, but doesn't have to be as fully committed and to give them the best of what they need from me [00:07:00] and, vice versa, but without necessarily feeling like we need to fit it into some, full-time kind of job.

And so I started putting together what that might look like. And of course. Chat, GPT is an amazing tool set. Get an account, feed in your resume, tell it about yourself, give it all, put your bios in if you've done podcasts and different things. Put the transcripts in, let it get to know you.

And I started asking it questions like, well, what would this look like? And if I wanted to do that, how should I structure the company? And even things like, how do I create a statement of work all of those elements are so much more accessible right now. With those tools you have to do some, credibility, checking on some of it.

But those are pretty simplistic things to do. And then probably the moment that made me say. I can do this was I started, kind of putting this plan together and a CEO of a company that I had done some advisory work with [00:08:00] for a while, called me. We were having a catch up and he said, we need a chief medical officer, and I know you're really, I hadn't told anybody about what I was doing yet.

I know you're really busy and committed to the work that you're doing already, with artisight. I'm not saying it needs to be you, but how would we go about doing that? We probably are thinking like, part-time, is that even a thing? Does anybody do that?

What are your thoughts? And I was like, okay. The universe has spoken, right? This is exactly where I've been thinking I wanted to go. Now I get a call basically with somebody saying, do you wanna come do this for us? And worked and was able to share, Hey, actually I am making CR transition. Let's talk about this.

And we worked out those details and about a week later, a similar call came in from somebody else. Again, I hadn't done any advertising, any, anything yet. It was just serendipity really. And that again it really, that drove home for me. Okay. There's a need in the market. I [00:09:00] have a unique skillset that I can provide and the fear, anxiety elements that are driving a reason to think about not doing this are something I need to set aside.

Sarah Richardson: I love that you had that epiphany sort of turning point moment where you're like, I think I can do this, then I believe I can do this and I'm gonna do this and this. The pieces that started coming together, the phone call, the realization that all the documentation on the backend is pretty achievable now through the tools that we have available to us.

But then you had to choose a name for your company. And I remember having a conversation with you and you're like, it's this, it's that. And then you settled on, I shouldn't say settled, you. Very strategically chose vital thread advisory. What is the thread that you are aiming to weave into the whole healthcare ecosystem and why you chose that specific name?

Stephanie Lahr: Yeah. I will tell you, choosing the name was the absolute worst part of the entire process. I wrestled with it for so long. I had [00:10:00] multiple friendly advisors with marketing backgrounds, with all kinds of things like trying to help me. I just, it was one of those things that I wanted to get really right.

But I, it was by far the most painful, vital obviously is everything, both from vital meaning essential, but also in healthcare, vitality, prosperity, health and wellbeing. As part of being vital, the thread is then kind of more about the connective tissue that brings things together.

And throughout my career, whether it was, in the CIO CMIO world or even in the patient care delivery side. And then certainly on the vendor side, what I've always seen is that bringing together. Diverse perspectives, the operational realities, and then a flavoring of cool technologies that can be transformative the connectivity of multiple things that I feel like [00:11:00] there's a thread to bring that through.

And so, Those words felt like it resonated with me as a way for me to be able to be a thread in a company . And so it was a way for me to think about being part of something and integral to it without it having to be all encompassing. So that's how it came about. And chatGPT of course helped, right? I put a bunch of options in and it told me.

Yes. No, we think this, so you need a critic. Always ask Chad, GBT,

Sarah Richardson: ask Chad, GP and ask others. It's hard to choose the name of something. Yeah. And many people call and say, what should I call it? And it's back and forth with does this work? Does this work? And you finally settle on, yes, this is what, and this is what, but you've got such deep.

Clinical operational, technical experience. I mean, you are a bit of a unicorn in the industry, which is why the ability to go solo felt more comfortable once you realized you could do this. How do you decide though where to focus your energy as a solo leader with a [00:12:00] background that is as vast as yours?

Stephanie Lahr: Honestly, right now for me, it's mostly about cool teams and technology that I feel can be super transformational and, or is essential for many years my mantra has been, let's bring the joy back to medicine. And I mean that in the broadest terms of what that sense can be is, it's not just bringing joy back to doctors, bringing joy back to nurses, but bringing joy back to the ecosystem of healthcare and everyone who works in it.

And so. As I, encounter companies that are interested in having a conversation about collaborating. That's kind of the first thing is there something in my heart and soul that says what they're bringing to the market has a place and has importance? And is there a way that my background

can help advance that? And so that's very diverse. I mean, for a handful of companies. That's [00:13:00] being more of a chief medical officer and wearing a lot of that hat of my clinical and informatics background and looking for alignment in workflow and product market fit and just like, are you really solving a problem and is this something that the market needs?

And even down to the, this button shouldn't go here and this should really look more like that. And these integrations are, need to be, are kind of a requirement to then, the other end of the spectrum where people are like, look, you set up a commercial organization at artisight

Help us assess our commercial organization, help us evaluate our, marketing strategy and our branding messaging and figuring out if those really make sense. And so, it's not all about, the particular kind of work, but more who are the people what problems are they trying to solve, and is there alignment with where they're at in that journey?

And what I can bring to the table.

Sarah Richardson: Do you find that being a solo practitioner gives you more latitude and the ability to say, [00:14:00] that's a great idea, that's not going to work as it's designed today, or, this is a great idea and here's some of the pieces you need to do. There's no shortage of the startups that keep popping up everywhere, and I feel like there's a lot of the same problems trying to be solved, but honestly, there's a lot of conversations that come up and I say.

Your product already exists in 10 other places, like your best bet is to sell into somebody else as a solution within their platform, et cetera. How are you evaluating those perspectives as you're working with companies and deciding how to help them be the most successful? How comfortable is the honesty factor?

In these conversations?

Stephanie Lahr: Yeah. I would say of the companies I've chosen to work with and in many cases, these are people where I've had connection, with them in the industry, so they already know some about who I am and. If you've heard me on a stage talking or on a podcast talking, I'm pretty much a straight shooter.

I'm gonna tell you kind of what I think and how things are. So I don't think people are coming to me thinking, [00:15:00] she's gonna be a the yes woman that tells us everything we want to hear. So you know, there's that. But I would actually say I've had a lot of encouragement from the leadership of these companies to say please

tell us what you think and be honest. And that's a skill set that you know, through, especially during my career as CMIO and CIO when I was doing healthcare transformation in health systems. Those are pieces you have to be really careful about because when you are saying something like.

I think it's time to move in a new direction. You wanna be really careful that you're not coming across as criticizing the previous direction. Nobody's previous direction is wrong because they wouldn't be where they are if they hadn't had that direction. But we're in a world where change is the name of the game and we all have to be thinking about how to do those pivots.

So usually my comfort if I have pretty strong feelings about. I think there's [00:16:00] some real, opportunity here to think a little differently about what you're doing. I'll usually have a conversation first with the CEO or whoever I'm reporting directly to before I take it back to their team and say.

Okay, let's talk about this. But honestly, literally everyone has said, please don't hold back. Please tell us this market we're in right now was so tricky that nobody has time for missteps and doing things for the sake of doing things that aren't gonna get them where they need to be. So, again, I would say the industry right now is asking for a lot of this really frank feedback.

Sarah Richardson: And that comes with a bit of a fear factor. There's the risk and reward about going out on your own and being able to be that candid with people. Also, a bit liberating that you don't have to go through the board and then the three governance committees and then bringing back to

c-suite and back all the way around to the next phase. There's also that space though, Stephanie, that says, I wanna do what you're doing. They're listening to this podcast. They're like, I wanna do what [00:17:00] Stephanie is doing. What does your success and the ability to go for it? Say to others who want to do it too.

What did you have to overcome? What were the things that said, I know I can do this. And more importantly, it is a tricky market. Like how do you go and source the right contracts and ideas that can help you sustain your family?

Stephanie Lahr: Yeah, that's a big question. I think there's a balance between setting yourself up to be ready to do it.

But also not. Over analyzing and over preparing that keeps you from actually moving into execution. Right? So there was the ideation stage and a lot of that I did while I was still working full-time for someone else doing a great job, but in that work, but realizing that I was gonna make a transition. I mean, you don't, we shouldn't wake up one morning and decide you wanna do this and, walk out on your job that day and think you're gonna do this the next day.

It takes some planning at the same time, I think you can over [00:18:00] plan and find yourself. I the the sense of security, again, that comes from doing what you're already doing and you've already known can sometimes creep in and prevent you from wanting to take the leap. So I do think you have to sort of.

Just make some decision points around that. One of the things that I did, and I've helped a couple of friends with, as they were thinking about transitions, is set a date, make it up, align it with some event, whatever it is, and create the list of things that like if this is happening by this time, I'm going this direction, and if this is happening, I'm going this direction, write it down.

And then you can do two things. One, you can let it go so that your every day is not consumed by should I do this or should I do this, should I do this or should I do this? And then you work on progress and then you get to that point and it's like, okay, it's time. I'm gonna do this and we're gonna move it forward.

Certainly I would not. [00:19:00] Be having this conversation with you about, the success and the ability to get this up and going, if I hadn't. Called a lot of friends, and been willing to say, tell me what you think. Tell me what you've done. The same thing that people right now are saying to me, be brutally honest.

I was like, be brutally honest. Tell me what you think I should and shouldn't do. A number of people have started to say, well, maybe this is bigger than you. Maybe you need to have employees. I'm like, Nope, nope. Like I. That's not where I'm at. I appreciate the guidance. But that's this, that's not what this is about for me.

But it, it did force me to think about that. Like, well, what does that look like? Is that something I would wanna do? So, I think it's set some timelines, set some goals. A friend of mine did say. Set some money aside so that you have the ability to sort of support things and you aren't feeling as anxious.

If things, sort of take a little time to get up and going I think that's important. I don't think it's something that people should, again, push too far. because [00:20:00] suddenly you could be. Trying to create that bank for a super long time. And then really, it's just an excuse not to take the leap. But you know, each of those pieces can kind of help you get to that point.

And then at some point you just have to do it. And then, and I would say p like call me. I have had so many people contact me since I started doing this, asking like. Tell me more, especially clinicians. And I think there's a really, I will say, I do think for clinicians in the informatics and IT space, there's a real opportunity right now.

Companies need your experience need the combination of education and experience and operational know-how and workflow and things that you can bring to the table. And there might be unique ways for people to do that. So I've had a number of, other physicians that have been CMIOs and done different things, reach out to me.

We all have to do that. We have a network for a reason and the last thing I would say is you gotta get past the imposter [00:21:00] syndrome. Every single person. At every level of anything I've ever met. Has and deals with imposter syndrome. Honestly, I think it's great if you aren't dealing with imposter syndrome, to me that means you've got a giant ego that is insurmountable because you're like, wow, yeah, I can do it all.

I'm amazing. I can't be stopped. Having, a little bit of self-questioning pushes us to make sure that we're doing the right thing for the right reasons. But you also have to be able to. Box that up and set it aside and say I'm not gonna let that, keep me from going where I wanna go.

Sarah Richardson: I'm gonna remember August 5th, 2025 is a day where you're like, I am good being a solo practitioner right now because. Remember once upon a time there was a guy named Bill Russell who started a podcast. I know. We've got like 20 people working on our team. That incrementalism that occurs when you keep doing the right thing over and over again.

Good things keep happening and people are magnetically drawn to you. And you've talked about this [00:22:00] though, that especially for women, the lines between career and identity are often blurred. And so what are you doing differently to help shift that dynamic and how have you even overcome? I am Stephanie, the doctor who works in the hospital system or for a premier partner and does these things too

hey, by the way, I'm still Stephanie, the doctor, and now I have my own company and I'm not tied to my identity of my career.

Stephanie Lahr: Yeah. I think one big part of it is I've always, throughout each of these big transitions in my career, one, I've always evaluated them from the perspective of what opportunity is that gonna offer me that I don't have today?

And like to blur lines and push the envelope on things. And and so for me, being able to sort of say, yes, that was an amazing part of my career. And now I'm gonna learn something new and go on to the next [00:23:00] Is there are moments, I'll be honest, where I think, did I make the right decision?

I haven't practiced medicine now for, a handful of years. It's like, was that the right thing to do? Moments of doubt and whatever creep in, but. One, again, the network of women, and even, physician colleagues around the country or even around the world that I've established who are like, wait, you're doing so much cool stuff.

You can't get rutted in one part of your career and say, well, that was really who I was and what I was meant to be. We're all meant to evolve throughout our careers and time. And so each of those pieces has been a unique opportunity for me to one. Learn something new, step into a new space and provide what I hope is a unique perspective.

I'm really proud of what it is and how it is evolved and each step of the way I've really looked at, again, as I wanna be a lifelong learner, and each of these opportunities gives me a way to step [00:24:00] into something new, learn something new, and contribute in a different way.

Sarah Richardson: And it's never too late to do those things. It's never too late to never create the right space for change. Although most people are often stuck or waiting for the right time to make a change, whether that's personal or even companies that are looking to pivot into new areas or think about how they need to transform to meet the market where it is today.

How do you know when it's right for either companies or people to push them into creating the change that they want, but may be holding them back?

Stephanie Lahr: Yeah. I think knowing who you are and what you know, I mean the in introspection as an individual and as a company, what are your core principles? What drives you and how are you aligned right now in making those things happen?

Is the first step. The other thing I think is sometimes there isn't a exact right time, but if you've got a leadership team who's bold and supported, then [00:25:00] you should be contemplating these things. Regularly, not constantly, because you gotta stay focused on what you're trying to do today.

But I think every person, every company should spend a certain amount of time dedicated to thinking about what does change and transformation look like? because it's easy for all of us to get settled in and comfortable with what we're doing and we don't realize. While that's happening, we might be moving into obsolescence again.

And that can happen as an individual and as a company. And so, I don't think there's an exact right recipe. I think it needs to be a part of a continuous evolution and level of introspection at both an individual and company level. And at the moment that's what I'm seeing is companies who are reaching out to me saying We're doing this work and know we're onto something or we're doing something right, but we think that there's more. And then jumping into what does that look like? And sometimes the timing isn't [00:26:00] right. Right. I think that's the other piece that's been interesting for me to experience is I've had a couple of companies that have said to.

You need to go do more work on this, or you need to get to this level of maturity and evolution before we really talk a lot further because you're not ready for this and therefore I wouldn't be able to add value to you. But they were at least doing the work of where, what and how and there will be a right time.

And I think most good leaders, that's, I think a piece that you get attuned to is. When is your culture and what have you done to, be ready for this kind of change?

Sarah Richardson: And it is an interesting time to be navigating ambiguity, uncertainty about things that are happening.

There are margin compression, there are reimbursement changes, there are policy changes. There's so many reasons why things couldn't happen, as many reasons as there are, why they could. When you are working with your clients today, how are you helping them think differently about adoption execution strategy?

As we like to say it this week, health playing the long game [00:27:00] because it might take 12 to 18 months to get that new idea through the door and signed, and it seems like there's a little bit of a chasm between the reality of, I have a great product. Well sure you do, and here's everything you're up against.

How are you really bringing that chasm closer together so that people can make a difference in healthcare today?

Stephanie Lahr: For every company. I think it's a little bit different. I honestly, I think in healthcare, the number one thing that drives success is some initial success. And one of the elements I really work closely.

And I, at artisights, this was certainly a principle. You need to partner, find some health systems. They don't have to be, academic health systems maybe that's maybe the best fit is a community health system. Maybe the best fit is a small practice, but you need to find a partner.

Where you can go and test things out, where you're not looking for revenue, where you're not looking for anything other than learnings. And as I, have been [00:28:00] engaged in more of some of the investor conversations in the community in that seed and even going into series A, kind of stages.

If you've got revenue, that's awesome, but the. Future potential for revenue is really, what's more important. And I think for small, especially startup companies, they're so concerned about driving and demonstrating success by having somebody pay them a bill or paying their invoice.

They lose sight of the fact that honestly, the bigger success is not that money coming in. That's what seed money start. All that's what all that stuff is for, It's to help sustain your company during these stages that you're pre-revenue. Then. It's really creating partnership and figuring out do you have the right fit, do you have the right tool?

And then working with a couple of those health systems where you bake it out to then say, wow, that was great. because then you can go to another health system of similar [00:29:00] nature and say, Hey, this works. You can talk to these people and by the way, this is what it's gonna cost. So I think that it not getting too focused on.

Especially with early development products newly coming into the market that's key is focus less on revenue and more on the other successes of product market fit, workflow support and then identifying what the ROI is. I will say I've never, ever been in healthcare when the conversations about ROI on every single assessment that's being made.

Have been more intense. And that's both challenging and an opportunity for everybody to really think about what is the value of what they're bringing to the table. I have also had conversations with, some companies around, is there a way for you to share in that. Risk, benefit and reward.

Right. And offering something a little bit different. Health systems are now making [00:30:00] investments in companies. Health systems now are wanting to potentially revenue share with a company. There's lots of unique ways to partner with health systems, to build something together. And I think a lot of success can be seen when we take a really cool tool.

And an organization that can help you mold and craft that, or a few organizations that can mold and craft that together.

Sarah Richardson: That is incredible perspective, especially as a physician with different organizations looking to find foothold in our industry today. I love, especially in this effect, will be a superpower for you, is that sometimes the clinician intuition.

About a product is as valuable as the dollar ROI. I remember having that conversation with some physicians at a recent round table and they're like, it has this much weight in the decision factor because you know it's the right thing to do, and do you have the clout inside your organization for that voice to be heard and are you willing to take that risk?

When you [00:31:00] make those statements out there. Thank you for all of the dives we've had today into the hardest part about going solo and making a difference in the industry. But we have to go to speed rounds. You ready for some fun, speed round questions? I think so. This is like the part, like an pyramid, right?

Where they go for the actual piece. What is the one thing that you do to reset when fear creeps in?

Stephanie Lahr: Deep breath, go for a walk and break things into pieces. I find when I get overwhelmed, it's usually because I've created a thought in my mind around something that way over complicated. I'm trying to take on too much in my mind at one time.

I need to break it down into pieces that are manageable and then some deep breathing at a walk.

Sarah Richardson: Good. I would say exercise for you tends to be the thing. Um, You and I have been at lots of places in the universe together, and here you come, like in your gym clothes on the way in between meetings.

I'm like, how does she do that? How does she go and then come back and still look awesome for an event? This

Stephanie Lahr: hairstyle's very resilient.

Sarah Richardson: I have to tell you, [00:32:00] I know my kids's getting shorter and shorter, but at some point I may be in that boat. You mentioned in the beginning, but I'm very curious, what was that aha moment?

That moment, literally when you said. I'm going solo. I know I can do this. I believe in myself.

Stephanie Lahr: it probably really was the conversation that I had with one of the CEOs where he, out of the blue said, Hey, what's the opportunity here again? I really felt like the universe was saying to me, you are on the right track.

This is what you should be doing. Go out and get it.

Sarah Richardson: In one word, what does flourish mean to you?

Alignment. I love

Stephanie Lahr: it.

Sarah Richardson: And thank you for one word answer. Usually I get like the two or three sentence answer, it's a good one. I'm not

Stephanie Lahr: known for one word answers there, so I want up there.

Sarah Richardson: Really appreciate. Could have been like super fraud. Xpl Aosis, you never know around here. Well, thank you for that.

And your story is proof that sometimes the safest path is the one you build yourself from questioning old assumptions to [00:33:00] defining a new lane in healthcare leadership you or helping others realize that excuses can be reframed as possibilities. And that success can be redefined on your own terms.

Stephanie, thank you for sharing your courage, your clarity, and your deep conviction in what's possible when you combine medical wisdom, business, grit, and a willingness to do things differently.

Stephanie Lahr: [Mic bleed]

thanks so much, Sarah. It's always so fun to talk to you. Can't wait to see you in person soon.

GMT20241003-183155_Recording: Thanks for tuning into Flourish, where we unearth the hidden gems of career journeys, illuminating paths to success and fulfillment. If you found value in today's conversation, please share it with your peers and leave us a rating and review wherever you listen to podcasts.

We hope these stories catalyze inspiration within you, propelling you forward in your own career odyssey. Stay connected, stay curious, and keep flourishing.