50 SCALE Lessons Learned From Healthcare Leaders During 2022
Below is an excerpt of the full interview conducted of our 50 Lessons Learned. Download the PDF now for the full article.
Andrew Mintz
CEO Pinnacle Fertility
- Our strategy is exclusively focused on three overarching goals across our national platform:
- Clinical Quality
- Patient Experience
- Cost of Care
Eric Rodgers
CEO of Palm Vascular
- Don’t underestimate the value of stable long-standing executive team when it comes to allowing a CEO to focus on the greatest value creation opportunities.
Jonathan Kron
European Healthcare Consultant
- The principal reasons for private sector expansion in the UK include:
- Significant care access and patient experience challenges experienced in the public sector Growing partnerships between public and private sectors, with the
- private sector being able to provide investment where the public sector lacks funding.
- Private payors supporting the expansion of private outpatient settings given their lower cost, higher quality offering.
Alan Cooper
Strategic HR and Talent Recruiting
- Strategic HR: the Chief HR Officer should be considered as one of the Company Chiefs that works with C-Suite leadership to develop HR strategy every year – how/where will we hire, retain, what amount of the right talent to help the company differentiate itself in performance. Are we asking, planning for, and addressing the bigger questions?
Lancer Searman
Business Intelligence and Data Analytics
- While at Rothman, we made the decision to convert every new practice into a single central IT system rather than allow for an ever-larger number of individual practice IT systems and respective EMRs, Call Centers etc. While the up-front work is greater the benefits in terms of systems management and expertise, with everyone in the organization being well trained in the one system, along with the benefits in capturing and analyzing data across the entire organization, were incalculable.
Peter McCann
Organic Growth through Technology Solutions
- Preserve local practice culture, systems and autonomy – at least until the MSO has matured over the next 5+ years. In the meantime, limited centralized services and light central MSO team – heavier interim reliance on specialized third-party service providers.
Sean Walsh
Clinical Research
- Integrated Research Organizations (“IROs”). IROs are gaining traction as clinical research specialists that help serve as a matchmaker between pharmaceutical companies and practice research sites. IROs are embedded in clinical research site operations to help manage and streamline the clinical research process.
David Drzewiecki
Dental
- Paramount is the false assumption that the DSO market is already mature, in the ninth inning. The reality is that 80% of the market of 200,000 dentists is still fragmented, with 50% of the adult market untapped and with the role of technology in establishing value-based payments and expanding our reach into homecare and more services the best is yet to come.
