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 Welcome to this Week in Health it. It's Tuesday News Day where we look at the news which will impact health it. My name is Bill Russell, former healthcare CIO, coach, consultant, and creator of this week in Health. It a set of podcast videos and collaboration events dedicated to developing the next generation of health leaders.

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Four eight. Gosh, it's been a busy week. Just a ton of stories. I think part of that is the health conference, right? So the HLTH conference is going on, uh, right now. A lot of announcements, a lot of things going on. I'm gonna start over at LinkedIn. If you are not participating in our LinkedIn conversations, I really want to encourage you to do that.

You can follow me at Bill j Russell out on LinkedIn, and I post one story. every day, every weekday morning, and I put a little commentary with it. And if you don't know this, LinkedIn has a, uh, a limit in terms of what, how much text you can actually put in there, which I find to be perfect 'cause it, it forces me to make one point or really narrow down on what is the most important thing about this particular story.

All right. . Let's see, let's take a look at some of the things that we have out there. I posted a couple of cybersecurity stories and what I find interesting in doing this is generally speaking, you don't want to hear cybersecurity stories. My, if I do a show on cybersecurity, the ratings go down and, uh, it's interesting because I, it's just not, uh, it's just interesting to me.

It's, it speaks to the challenge we have in the industry as, uh, CISOs and CIOs of getting people to care about it. Getting people to want to talk about it. 'cause no one really wants to talk about it. But, but this is the real stuff. You saw what happened with UHS. That's a big deal. What happened with UHS?

So anyway, there was a Az Technica did a story. DHS warns that a motet malware is one of the most prevalent threats today. And let me tell you a little bit about what this thing does. It is a nasty piece of software. Uh, it has the ability to spread to nearby wifi networks. It has a polymorphic design.

Meaning it constantly changes its identifiable characteristics, making it hard to detect as malicious. All right? So if you can't tell, if it's malicious, you're just gonna let it through and it's gonna keep growing. A file is infection, such as PowerShell scripts that also make post infections difficult to detect.

Worm-like features that steal administrative passwords and use them to spread throughout the network. Email thread hijacking, meaning it steals email chains. From one infected machine and uses a spoofed identity to respond, to trick other people in the thread to open a malicious file or click on a malicious link.

And, uh, wow. Yeah. So this is a pretty big deal. I'm sure your, uh, security organization is keeping an eye, an eye on this, which is great. I, my so what on this? I typically put some sort of question or, so what, at the end of these things. And my question for this one is your health system ahead of the cyber terrorists.

And my close on this is, I think everyone in the organization, the, so what I would want everyone in my organization to really know four things. One, how to spot an attack. 'cause the earlier they're able to spot it, if you have 20,000 employees, the earlier they're able to spot it, the better off everybody's gonna be.

The second is, how do you warn others of a potential attack? Do people know if I see something that doesn't look right, where to go? Uh, the third, how to defend yourself and your company. Right. So don't click on this, don't do this. Whatever. Again, even if it happens, how to spot when an attack has happened, how to warn others when an attack has happened.

Uh, and then the fourth thing is what to expect in the event of an attack. Right? And there could potentially be news reporters sitting outside your hospitals. There could be, uh, do they know what to do once that actually happens? . . The other cyber story, and I'm just gonna go straight to it, I, this one I find fascinating.

Washington post.com Microsoft seeks to disrupt Russian criminal botnet. It fears could seek to sow confusion in the presidential election. And the reason this is fascinating to me is Microsoft's going on the offensive. They're actually going after the botnet, the Russian criminal botnet. And I just, that's exciting to me.

I think our cybersecurity companies, we should ask them, do they have offensive capabilities? It's, it, it may not be enough to have just defensive capabilities. They may need to have offensive capabilities in order to, if all we're gonna do is sit here and try to build a wall and. Do all the things that we do, knowing full well that they're attacking us every day.

Uh, it's, it's interesting to, to just consider the concept of being on the offensive and my so what on this is, is this a picture of the future? Are Apple, Microsoft, Google, Amazon? Are they going to be our first line of defense and are they gonna be the, the new, uh, cyber military, if you will, to actually protect us from, from these attacks?

Just something to think about. These are the kind of things I think about. Hopefully you're thinking about 'em as well. Let's see, another good article, Moby Health News, Livongo's Lead Investor on what the next model of care could look like. I, again, Moby Health News. I like this article and it's, uh, Mont Tenasia.

He's the managing director of General Catalyst. And he had a bunch of really good quotes in here. In fact, I pulled 'em out, put 'em in the, uh, post. Uh, the first is, here we go. Uh, a common issue in the digital health space where the health providers and the technologists often live in different silos, which can create barriers and innovation.

I can't tell you how many times I've heard that. I've heard that you have the. Uh, Silicon Valley companies who don't really have enough medical background and they just bang their head against the wall in a couple different ways, uh, until they realize that healthcare doesn't really operate the same way as all the other industries that they've been associated with.

They take some of 'em, get their bumps and bruises, learn what they need to learn, and then they go on to be successful. Others, quite frankly, just don't make it. And those silos are important to break down. He goes on and says, uh, what you need is to try to build a business that understands that healthcare is not a free market.

And we've talked about that on this show. It's a different market. It's hard to get your arms around. It's not a free market. And there's a lot of things that, that people just don't understand. They, they say, we're just gonna go directly to the consumer. That's great, but the consumer won't pay for anything 'cause they expect insurance to pay for it.

So you, you have to find, you have to find that balance of what are the economic drivers within healthcare? And we've talked to some entrepreneurs and they've given us some, if, if, if you can find the, the magic that helps an employer to re reduce their costs. If you find the magic that helps a. Provider to be more efficient, to drive higher quality, to reduce their operating costs.

If you can find something, well actually, if you can get into any of the payers CMS or some of the commercial payers with some value add, you're gonna be successful there. But just understand it's not a free market, so it's not gonna operate if you're in these other industries and you think, oh, these principles apply, they just don't.

And so there's a lot of wisdom there. But the last one, and I think the most important thing that he makes a note of. Is, I think Covid has accelerated a lot of good innovation, but most of the ideas that have accelerated, you think about things like telehealth or concepts around home hospital or sense of urgency around thinking about how to take care of the elderly population.

I don't think those are ideas that are going to come and go. There is persistence to those. I agree. There's a ton of persistence to those. Those are, I believe, the future of healthcare, and we saw a glimpse of it. Through the pandemic, and I think that's gonna be what healthcare looks like. If the question is when, right?

So I had this conversation with somebody and they said, hold on, bill, slow down because there's not, the money's not there yet. The economic model's not there yet to drive it. We're not getting the reimbursements that you think we are and we're not gonna start, uh, you know, popping sensors all over the place and then setting up, essentially ICUs in the home and that kind of stuff, because there's just not an economic model to support it.

Uh, and so that's gonna be the thing I think that's gonna get looked at. And as the wheels of healthcare turn, we're gonna have to keep an eye on the economic model. But I, I agree with them. There's persistence. I think that this is the area you're seeing, you're seeing Best Buy go there. You're seeing Walmart go there.

They know that the future of healthcare is in the home and that the economic model will soon follow. And that's . Again, I think that's, uh, a lot of wisdom in that article. Talked about Microsoft. Okay, from time to time I throw this article, I throw, uh, this concept out, you know, who's the most influential person in healthcare?

This one, of course gets the, the most traction as some . Four over 4,000 views, uh, of this in LinkedIn. Who knows how their algorithm works. Some of these get like 500 views, some of 'em get 4,000 views. You just never know how it's gonna, how it's going to pan out. This led to an interesting conversation.

But anyway, my question was, is Judy Faulkner to the most influential person in healthcare? So, Judy had a conversation at, she had an interview at the, uh, health conference, and she talked about all the things that they're doing. and, uh, shared her lessons learned from Epic's c Ovid 19 response and, and Epic.

From all accounts I've heard from their clients, performed admirably and was really supportive and did a lot of really great things and, and he asked those questions and I'm just wondering, think about this. Epic is not a, uh, publicly held company, so there it is. It really is. Judy. If, if, and you've seen the influence that Epic and when Epic was like 20% market share was one thing, but they're now, you know, approaching 50 60, they're now approaching global.

Uh, so when they make decisions and they make changes to the software and whatnot, it impacts most of our major academic medical centers across the country. They could change workflows, they can . Not, they don't do that willy-nilly, but I'm just saying that their software is integral to how we deliver care across the country, and so the decisions that they make are

Important. So I, I don't have a problem when you have someone like Judy at the helm who is, is reasonable and she has a qualities of humility and service. It's not, you don't get too concerned. Everyone's like, oh, it's Judy, whatever. But at some time in the future, it won't be Judy. And it could be some capitalist who wants to really take advantage of the, the market space or the market share.

Uh, let's hope that never happens. But if it does happen, it's a completely different company. It's a completely different way of looking at it. That's I think, what we experienced. I. With Microsoft a little bit. The Steve Ballmer years were horrific and I'll just come out and say it. I hated dealing with Microsoft during the Ballmer years.

It was all about money. It was all about licensing. It's all about how to crank another nickel per uh, license out of me as an organization. I think, by the way, I think that's changed. I. Completely under Satya. I think it's very, uh, consumer focused and consumer driven. I, I can't really speak to the Bill Gates era, but the two, the contrast of Satya and uh, Balmer is really amazing and I think that's something to keep an eye on.

With Epic as we move forward. But anyway, just for fun, I threw out there just wondering if anyone is as influential as Judy. I throw out as Fauci Moore is Sema Verma potentially. But the reality is they could get booted out of office or Fauci could fall into whatever he fall into, uh, a situation where he's not in favor and be moved on, uh, to some other role.

The reality is no one's moving Judy out and from a longevity perspective it's her. Matthew Holt asked me this question. He goes, all I know is Halverson pointed out everything wrong with healthcare it, but somewhat amazingly, somehow, amazingly, epic had already fixed it. And I took a look at the answers and the stuff that was in there.

And it's interesting 'cause I think this is part of the challenge with Epic and the challenge with Epic is they view everything from an epic world. No other EHR exists. And nor should it actually, it just shouldn't exist. If everything in the world is on Epic, the world would be a better place. That's almost how they view the world, and and I made that point back to, to Matthew on that.

That just, the reality is epic can honestly say we have solved a lot of those problems. You have an interoperability problem, we've solved it all. These epic hospitals can talk to each other without any problem. And that, by the way, that's no small feat. If that's the case, they will make, they'll say, we've done this, we've done this.

The other thing I'll say about Epic is generally I've heard people say they have a heavy hand, and I agree with that actually. I look at their honor roll. I've looked, I've read their contracts for health systems. I've read their contracts for people to, to participate in their, in their App Orchard, and they're somewhat heavy handed contracts.

And honor roll is a heavy handed way to get the health systems to adhere to what they're going to do. With all that being said, you know what? The, you know, failed implementations are way down. Systems are patched, they're kept current, thousands of applications have been rationalized. It depends how you look at it.

I actually say in this, they've either been rationalized or assimilated, but the reality is it's simplified. The health IT architecture, it has made things better. And so again, under Judy's leadership, I think Epic has done a lot of really good things, even with the heavy hand. I'm just wondering how that passes to the next generation.

All right. Enough of that. Enough. That's just interesting fodder to talk about. Uh, the next one, which got a significant amount of traction as well, is the iPhone 12 came out. If you're not paying attention, I think it went on sale on Friday. So you can pre-order on Friday, hopefully get your, your, uh, new iPhone 12 before, um, Halloween hits if you need it.

I'm trying to figure out what's, what's the new killer app that comes out with the iPhone 12 that I really need it. I'm not sure it's really gonna matter. I'm probably gonna end up with it anyway. So the question I ask around this is the mobile phone, the most underutilized device in healthcare? So when we look at this, we all know these things, right?

It, you can connect your mobile phone to the A network virtually anywhere in the United States. It has cameras that are just unbelievable at this point. Low light. . It just, they can do so many incredible things. It has the processing power that can eclipses what we landed on the moon eclipses early mainframes.

It's just amazing. Storage is pretty much limitless in the cloud.

And one of, one of the things I wonder, is it underutilized and why would it be underutilized? I feel, by the way, I feel like if you put it on a scale of underutilized, might be kind. I don't even think we're at the starting gate of what the phone can do in healthcare. We're just, we're, it's not getting there.

And so I, I, I wondered why is that? And it just feels to me that the economic model and the mission don't seem to be enough to generate patient first solutions. I. and I, I'm wondering what it's gonna require for, for that to happen. And I think it's gonna be, we need a new kind of health system, a digital first health system.

And the, the analogy I use or the example I used is in the banking industry. So in the banking industry, if you remember back way back when, all of a sudden we saw these internet only banks show up. , no buildings, no facilities, lower fees, higher returns, use any ATM in the world, that kind of stuff. Most of 'em folded by the way.

They were folded into another, uh, financial institution. The one I remember the most is wingspan. A lot of fanfare. It was really interesting and it, but it went away. It folded into, I forget who it folded into, but it folded into somebody and . , the, the impact of that, just the fact that it existed caused every bank to change.

So if you're at Chase Schwab, you're at, uh, JP Morgan Chase. If you're at, uh, Wells Fargo, if you're at any bank, if you're even at a local bank at this point, you expect them to have a mobile app. You expect them to be able to cash a check online. You expect them to reimburse your fees at any ATM in the country.

That is a direct result of wingspan. That's a direct result of that business model that came first, that changed the way we think about how banking could be done. And I, I just wonder if that's the thing that needs to happen here. A digital first digital health system, uh, digital health plans, those kind of things.

And the last thing I leave us with is this. The promise of Livongo and Teladoc got a lot of comments on this one. People went back and forth, Trey. Lauderdale with, uh, Hillrom, of course, a huge mobility and communications company said, I couldn't agree more. Collectively, as an industry, we haven't even picked the low hanging fruit of empowering our caregivers with

Fully integrated mobility solutions, a huge green space for improvement on that front. Uh, the move to leverage these consumer devices to improve care with RPM and other use cases has, has even more potential. And there's eight replies to that. Jerry Tony's president of mobile integrate Trey, in my opinion, clinical mobility.

ROIs in the eye of the beholder. The hard dollar savings are not obvious when compared to existing. And, and or cheap mobile vo uh, voice phones, uh, device medical cases, medical grade accessories apps, MDM add up. The ROI needs to come from informatics, uh, clinical on productivity and patient care. Enabling care teams to push to talk as a team.

Wow. Uh, wound documentation with camera, things that the cow or dumb phone combination can't do for Epic. There they are chart, there are charting capabilities that you don't get in Rover. Still need to use hyperspace on a pc. And I think all this is at all, this is proving my point that we are at the starting gate on this stuff and, uh, I think Covid has really pushed this forward.

I was talking to a group of people this week just about, we couldn't get money for, couldn't get money for iPads before covid, and then all of a sudden we couldn't get enough iPads for covid. But now we've purchased all these iPads within the health system, and the question becomes, how are we gonna use them?

And that's the right question. Okay. We have these, by the way, these tools have always been available. It just required a little vision to say, how are we gonna use these iPads? How are we gonna use these iPhones? How are we gonna use these mobile devices? How are we gonna use these sensors in the home? How are we gonna use these things to effectively, uh, deliver care, to drive down costs, to, uh, improve patient outcomes?

And I think everywhere that people have experienced mobility, . They have said, this is awesome. And Jerry, Tony again came back and said, in my opinion, epic Rover was one of the tipping points for mobility going from nice to have to must have in acute care. And I think he's right. I think when you have a market share like Epic has and you introduce, uh, these mobile tools, it's, you get to see people get to use it and experience it just like Covid.

People got to experience it and use it and they say. This is good. I want more of it. I think. I still think mobility is the area that we have not spent enough time and given enough energy and thought. Okay. Next, next story. I'm spending a lot of time on LinkedIn 'cause I kind of like the back and forth with you guys.

So please come out there and, uh, interact with these stories 'cause it's fun to, uh, get your comments. There's a new service company out there, Providence put a bunch of companies together. It looks like a rollup strategy to me. They bought Blue Tree, they bought Naven Hefty, they bought, uh, it's not only IT services, there's some other things as that are incorporated into the service company.

It's a fairly sizable service company. It makes a lot of sense. There's a way for them to position their, their v VC backed companies. They have now have a sales organization to go out and really position those. They needed that. To be honest with you, it's, uh, kind of . It, it's odd to expect, uh, health system employees to also do sales type of roles and capabilities and, and, and actually, to be honest with you, it's off-putting to have the VP of innovation or whatever to be the head of sales for the, for those entities, you really do need to have an arm for this.

And I, I think this makes sense from that perspective, but I do have a lot of questions on this. , and we've talked about this before, with these health system generated organizations, makes sense for them. They're unlocking a lot of potential within the organization. The, the venture backed companies, the services they, they provide internally and that they're gonna have to do internally anyway.

And they're gonna have to hire those people. They might as well make some revenue from it. And if they're good at it, uh, they'll make decent revenue from it. And, but I have questioned, was there a void that needed to be filled? Are Providence services recognized as as, as the industry best? What's the long-term player?

Are they gonna go public, sell, sell to pe, become the next leidos? I think we always, when we choose a service provider, you have to ask those, that question. Now, what is the future of this? Are they going public? Are they gonna be around, are they gonna be around in three years? Do I sign a a five year agreement with somebody?

I don't know where they're gonna be in five years. I would like to, you know, at least explore that. I'm wondering if I would use them as ACIO. I don't know if I would use them as ACIO, but here's what I do know. I would vet them. I would vet them, and it's one of the easiest things to vet because first of all, they're their own.

They're using their own services. So you could talk internally to their group. Now they're gonna position you with their best . People to talk to that say, Hey, they do a wonderful job. So you have to take that into consideration. But that's the same thing with any reference, right? They're not gonna send you to somebody they're struggling with as a client, but check your references.

Get the, the internal reference of Providence. Go talk to them. Get the external references as well. Who's using them? How do they like them? And, and, and just vet 'em like you normally would. That's a so what on this? Uh, a couple of back and forths, Ryan . Uh, proso Talent acquisition leader healthcare, it. Uh, I would imagine that there may be conflicts of interest between their future customers in Providence, and I responded to that.

I'm not sure if there's gonna be a conflict so much as, uh, part of the market that isn't accessible to them due to competing in the healthcare space. When you think about it, if they go into a market where they're competitive in nature, say the Seattle market and they go over to uw, a University of Washington, university of Washington's, probably never gonna buy services from them.

Uh, and if they do, if they're buying them because they acquired a company that happened to be, do doing business with them, I guarantee you, uh, whoever has that contract right now is talking about how to divest from that contract. It's just so there's gonna be part that's unavailable. I don't think there's gonna be much of a conflict of interest.

I think it's gonna be well known up front. Deborah Proctor, my former CEO at St. Joe's Health System, retired says great questions, but I'm short on answers at this point. I imagine it is a strategy. Uh, fit revenue generation that they see as scalable in which can balance out the decreasing margins in their base business.

And she makes a great point there that this, I have heard this from other CEOs, that they're worried about the declining margins and they need areas that have decent margins to buoy the rest of the business. And this could be that type of play for providence. So just something to keep an eye on. Let's see.

And a couple of key quotes from this, I think it is important for providers to have skin in the game. She said just having upside risk doesn't really produce the type of savings and quality measures that we want. They want a free market. They want upside, they want downside, and they want . They want the consumer to have choice.

So that's what they're talking about. And she goes on to say, I think that the issue we have in value-based care is that many of our models, unfortunately are not working the way we would like them to. They are not producing the types of savings that taxpayers deserves. It's my So what on this is, if you're not managing risk today, risk-based con contracts and uh, population health.

Uh, our, our populations managing the risk of a population and having those risk-based contracts, you probably will be in the future. I think there's two drivers. The first being the government. I think if this continues, if this model continues to, we'll see what happens in the election. But if this continues to be the model for the next four years, uh, you're gonna see some significant changes in terms of how healthcare is, uh, reimbursed and compensated.

And CMS is gonna lead the way in that. The second driver for this, to be honest with you is covid. Covid changed the way we think about things, right? Payers were flush during covid, providers were on their knees, and it's really not hard to imagine that health systems right now are trying to figure out how to grow their at-risk contracts just to mitigate their risk moving forward in in the healthcare space.

The reason I bring that up, A lot of different skills required and a lot of health systems have have failed in doing this in the past. So just something to keep in mind. You're probably entering into the risk-based contracts into the payer side, and if you're in a payer, you're probably entering into the provider side.

Interesting. Uh, here's what we're gonna do. I don't have a lot of time, so I'm just gonna hit some of the headlines just to keep you current on what's going on. The Walmart B begins selling health plans. In time for Medicare's annual enrollment period, healthcare, finance news, uh, that's an important move.

Uh, you're gonna see not only them, there's another story down here. Uh, here's how Google, Amazon, Facebook, and Apple are targeting the health insurance market. That's a fierce healthcare. Uh, story, all of these are gonna be in October. So if you just go out there and look for 'em. So you have Google, Amazon, Facebook, apple, Walmart entering the payer space.

I guess if you looked at the, what happened during Covid, you're saying, Hey, it's better to be a payer than a provider, and, uh, they're trying to figure out how to get into that space. Next headline, Lyft teams up with Epic to integrate Rideshare capabilities into the EHR, and this is from healthcare innovation.

And the thing I like about these programs is it gets health systems to focus on the right things. It makes a competitive landscape, . For improving your system so that you can serve your communities better. So I like that. I'm gonna highlight the top seven. I'm not gonna highlight the, what is it, 60, 71 that are in here, but the top seven Avera Health System in Sioux Falls, South Dakota, Cedar-Sinai Medical Center in la.

Geisinger Health System, Danville, Penn, Pennsylvania, Jackson Health System in Miami. Lehigh Valley Health Network in Allentown, Pennsylvania. uc, health in Aurora, Colorado, and UPMC in Pittsburgh. So congratulations to those guys. That is a, that's a great, great, uh, direction. Great honor to be a part of that.

Next story, Southwest Ads Service in Chicago and Houston, other seasonal locations. Now I know you're thinking, bill, I think you pulled the wrong headline. The only reason I pulled this one out is three quarters of the way down the article, they talk about their partnership with Stanford, uh, medical Center or Stanford Medical School.

I don't know which, but they talk about how, uh, Stanford is helping Southwest to . Uh, put the protocols and procedures together for, uh, their airplanes and for their back to work and a bunch of other stuff. And if you're an academic medical center, that's a interesting opportunity for you, uh, to play that role.

Uh, and I'm, I would imagine they're probably getting compensated for that role, to be honest with you. I think there, it could be a revenue opportunity as well. Let's see, WHO, uh, uh, anyway, I'll share it anyway. Uh, WHO warns against covid 19 lockdowns due to economic damage. and, uh, I think that's important.

I've been saying this from the beginning. Uh, we've gotta look at these things from a, a multidimensional lens. Obviously when a pandemic hits you look at it from a medical lens and safety and we've gotta take care of people, and that's absolutely appropriate. But there's also the economic downside. This article goes into what's going on in some of these other countries.

The mental health lens, the economics lens. The medical lens and probably a half dozen others that I'm not thinking about right now. And I think that's gonna be good and hopefully prepare us for the next time that this happens. Hopefully not in our lifetime, but hopefully to prepare us. Let's see. Covered that Microsoft will allow employees to stay remote permanently.

I don't know how I, I highlight that because I've seen now two or three different companies saying, Hey, . This is a permanent situation. I don't think it's gonna be in health. It, I think we're, I think I'm hearing from CIOs hybrid and I, and I think that's right. I think it is hybrid. We have too many roles that require us to be at the elbow with the, with the provider.

And until we, we, it's just too hard to, to not do a hybrid model at the least with the way we deliver services today. Let's see. Valley Health System, . Uses low-code to meet mobile app development challenges, healthcare IT news. I like this. I like this a lot actually. I think we should be looking at low-code options, especially for those, uh, smaller organizations that don't have the, uh, coding capability and whatnot.

Low-code is an interesting way to go, so, uh, take a look at some of those things. Very interesting. Anything else I would highlight on this? Inter, uh, last one. InterSystems IRIS data platform adopted by Epic for its new generation of high performance scalability and architecture flexibility. Uh, I like this.

I like the IRIS platform. Actually a fair amount. Epic is familiar with, uh, InterSystems. I've been using 'em for a while, but this is, it's make no mistake, this is a re-Platforming and IRIS is one of those advanced architecture platforms that's gonna give them the ability to do a lot of things, but it is a re-platforming.

I don't know how long it's gonna take them to do this. , but this is what I was talking about when I said Epic is falling behind because of their architecture. This is one of the ways that Epic can ensure that they don't become fall too far behind if they re-platform. And this is a re-platform, which is.

Exciting. I think that's it. Yeah. That's it for this week. Don't forget, if you wanna participate in the conversations, go over to LinkedIn, bill j Russell and follow me. I'll be posting a, an article a day during the week and I think it's a great way to, uh, interact with you. You can also follow the show obviously on LinkedIn this week in Health.

It, that's where you're gonna get the clips and all the stuff that we drop around the show. . So that's all for this week. Uh, don't forget to sign up for CliffNotes. If you are familiar with the, uh, CliffNotes referral program, go ahead and hit our resources page on the website. We have some prizes we're giving away, so if you wanna refer your friends to the, uh, CliffNotes, uh, email list where they will get a summary of each show, they'll get the bullet points and they'll get, uh, one to four video clips right there.

Easy way to, to stay current, easy way. . To, uh, see what was on the show without having to listen to the whole show. You can decide whether you're going to or not. This was really designed by you, for you, and I wanna get it into the hands of as many people as possible. That's why we're doing the referral program.

And, um, all people have to do is hit the website, go to the, uh, subscribe page, and remember to put your email in as, uh, referred by, uh, because we have some gifts. We have a work from home set up from, from this week in health. It if you get 10 . Uh, referrals. We're gonna give you a black mulkin, uh, notebook with our, uh, logo, EMBO emboss on this.

I love these things. By the way, my entire life's in this. You can see all the, uh, thinking that I do. Uh, I don't have a great memory per se, so I like writing things down, and I always have one of those with me. And, uh, I, so I love giving 'em out to people. And then the final, the grand prize, if you will. Is whoever gets the most referrals gets to come on this show with me to discuss the news.

And uh, so you're gonna get to take Drexel's chair for one week, sit across from me. You can select whatever news stories you want. I'll select some on my end and we'll just go back and forth just like Drex and I do. Uh, it'll be a lot of fun. So I hope you'll part, participate in the, in the referral program.

I think it's a, I think it's a great service and I, and I hope you think it is as well. Uh, special thanks to our channel sponsors, VMware Starbridge Advisors, Galen Healthcare Health lyrics, Sirius Healthcare Pro Talent Advisors, and our two most recent additions, health Next and McAfee for choosing to invest in developing the next generation of health leaders.

This shows a production of this week in Health It. For more great content, check out the website. This week, health.com or the YouTube channel. We keep doing some great stuff out there, and, uh, hopefully you appreciate how we're, uh, organizing the content out there. Please check back every Tuesday, Wednesday, and Friday as we release shows through the end of the year.

Thanks for listening. It's all for now.