25. Unburdening the Frontlines of Chronic Care

In this episode, we dive into how value-based care is evolving to better support overextended providers caring for patients with chronic conditions—those who account for the highest costs despite being a small portion of the population. Technology like remote monitoring and app-based tracking is helping patients stay well and avoid ER visits. We also highlight how Welby takes a smarter approach by partnering directly with larger provider groups, delivering scalable support where it's needed most.

https://www.welbyhealth.org/

**SOAP notes are a structured method used by doctors to document patient encounters, consisting of four components: Subjective (patient's reported symptoms), Objective (measurable data), Assessment (diagnosis), and Plan (treatment strategy). This format enhances communication among healthcare providers and ensures accurate patient information is recorded.

Episode Transcript

(00:13):
All right, hello health heads.
Welcome and thank you for checking in to this dose of the healthcare uprising.
I'm your producer in the back, Jeremy Carr, here with your host in the front row, HeatherPierce.
So let's tell them what's on the agenda for today, Heather.
excited because today we're actually meeting with somebody who I've worked with or used towork with for a really long time.
a uh former colleague, Seth Merritt, the CEO and founder of WellBeHealth.

(00:37):
Seth has spent the last 15 years working on innovative care delivery models for leadinghealthcare systems.
That's where we met.
and is very passionate about lowering the cost of quality care and improving accessibilityfor patients.
Definitely ties into our innovation and uprising themes here on the show.
Seth has helped some of the most prominent American healthcare companies plan and deployenterprise-wide programs that disrupt the status quo, including Anthem Blue Cross and

(01:08):
Aetna CBS.
That's where we met, was at Aetna.
His value-based healthcare initiatives and negotiating skills have helped bridge the gapbetween C-suite leaders, corporate partners, and technology providers.
Anyhow, he's got all sorts of information and value-based care, and um he's, yeah, here totell us all about what he's doing with WellBeHealth, where he's plugging into that

(01:30):
universe.
So I heard lower cost, higher access and disruptor.
So that sounds like it's going to be a good conversation.
So let's jump into our conversation with Seth from Welby.
Hi, and welcome to the healthcare uprising podcast.
Today we have Seth Merritt, CEO and founder of WellBeHealth.

(01:54):
Welcome to the show, Seth.
Thank you for having me.
Good to be here.
Excited to chat with you today.
Yeah.
Yeah.
So Seth and I go way back.
We work together at not and South.
You're going to tell us a little bit about why WellBeHealth came to be because I think ofour experience there and what we learned and what you learned specifically.
But tell us a little bit about your background and just kind of generally the kind of workyou've done in health care space and ultimately really kind of led you here to this point

(02:22):
to to found and bring WellBeHealth to the universe.
Yeah, so I never expected I was going to get into healthcare.
When I went to school, I studied communications.
I had no idea what healthcare business actually was.
I came out of school, I went to go work for a IPA, which is basically like a physicianassociation.
And they taught me everything I knew about just like managed care and how everythingworks.

(02:46):
And for some reason I was good at it.
So I've just stayed in healthcare.
I spent probably 20 years uh working for either providers or health plans.
So
Like you said, we worked it at, I've worked at Blue Cross.
I've worked at when it was CDS, I worked for like regional health plans.
Most of my time was either doing provider network contracting.

(03:08):
like dealing with the doctors and the hospitals of like negotiating rates and, know,making sure everyone stayed in network and people were funded and everything, or business
development things where we were doing new products or like risk sharing arrangements andthings like that with, with health systems.
So.
always been on sort of the, I guess you would call it cutting edge of like paymentmethodology and things that we were trying to do in terms of, you know, trying to move

(03:34):
providers and systems into more, you know, fee for fee for value versus fee for service,you know, payments in the industry.
did a lot of that in terms of like, well, the, how that ended up starting is I realizedtwo things when we were like, so Heather and I worked together, we were building ACO
products.
So these are where we would go.

(03:54):
to like health systems, essentially get them to take a huge rate cut to participate inthis like custom network product that we would build around them with the goal that, hey,
these populations are gonna end up being healthier.
It's gonna be a more coordinated experience for patients.
And that's what we were building.
And two things struck out to me and like dealing with that is,

(04:16):
One is it was fundamentally a financial transaction.
Like we were shifting risk over to the health systems, but nobody was fundamentallyinvesting in any behavioral change for patients.
And I think at the end of the day, was kind of like, hey, we're gonna cut you in on someof our finances here, but we expect you to go do all this extra work of like engaging
patients, making them healthier, identifying who's at risk, like managing them.

(04:38):
But the primary care doctors are already working 12 hours a day anyway, to put more workon them was kind of ridiculous.
you know, that wasn't the solution.
And then at the same time it was happening and we were going and selling it to these likebig plan sponsors and really like nobody wanted it.
You know, we were like pushing it out there like, Hey, these are like big cost savings.

(04:58):
You can get better outcomes.
And it was like a slog to go sell it.
like even employers remember like, we're going to save you 20 % on your healthcare, butyou got to go deploy this like new product to your employees.
They weren't chopping at the bed to go do this anyway either.
remember that.
What's that?
I remember
part.
Yes, like what is going on?

(05:19):
Like we're trying to make things healthier here.
The employers don't want it.
The doctors don't have time to go do anything with it.
Like we're just kind of like lining pockets of big health systems.
How are we actually like getting behavioral change to patients, which is what you need ifyou're going to lower total cost of care.
So that's what prompted me to do what I'm doing.
Where I was just thinking originally it was just if we could get in front of patients andexplain what their conditions are, like everything is really driven by a lot of complex,

(05:43):
you know, chronic disease, like
diabetes, hypertension, heart disease, things like that, that are really like lifestylefocused.
And if we could actually just get in front of them, get them to understand what theirconditions are, push them in the right directions, we would end up saving a lot of money.
And it wouldn't be so much about, you know, lowering the costs of tests or dealing withlike these high risk patients and getting them to avoid the emergency room or

(06:07):
hospitalizations or things you can actually get preventative with them.
And that's what led me to start what is now well-being.
Originally it was like a patient facing
pre-diabetes app where I was like, we could push nudge reminders and things to patientsabout like, hey, this is why it's important to watch what you eat, manage stress.
Like this is what's gonna happen to you in five years if this doesn't get under control,that type of thing and get patients to engage and come at it like differently.

(06:32):
If you think about the health system, there's really kind of like three constituents,there's health plans, there's health systems and there's pharmaceutical companies.
and all three of them do not want you healthy fundamentally.
It's not in their business interest to do so.
uh mean, sure.
There's amazing people in there that want that, but at the end of the day, the businessdynamics of those things aren't designed to get people healthy.

(06:57):
No one gets aid when everybody's healthy.
uh So I was just thinking maybe just coming at it from a different perspective, take whatI've learned in the healthcare field and then go use more technology and have some direct
mechanism into patients was,
how I ended up starting what is now, know, well, obviously like we've evolved and there'sdifferent things we do beyond that.

(07:18):
But that was my initial concept of like how we could like tackle the problem of healthcareand getting people to like manage their own care a little bit better.
Since you since you started with the app and it was more like patient focus.
So that's more of like consumer rate focus, not not going through a provider, which iswhat WellBeHealth is doing now.

(07:39):
Right.
That's where kind of the biggest shift is.
Why did you move away from going direct to kind of the patient or direct to consumers, wesay in the marketing world versus like direct to the business provider group and then come
in through that doorway?
Yeah, I think a bunch of things.
One, it's super expensive to go direct to consumers.
So getting a brand presence out there to consumers is really difficult.

(08:03):
ah I think we needed some clinical validation.
And at the end of the day, like my two constituents are both patients and doctors.
Like we're trying to make the job easier for doctors ultimately to like manage thesepatients.
So I thought it was a better avenue to go work with the physician practices because thenwe can
have an integrated solution.
Like we're working on behalf of the doc or the patient together.

(08:25):
We're kind of sitting in the background.
And also just same thing I was just talking about, like there has to be some financialconstruct for us to make money and be in existence and grow.
And like part of that is like partnering with the physicians where the services that wecan provide will get paid for under different reimbursement methodologies.
But so like we can actually get paid for doing that care.

(08:46):
Whereas if we were just working directly in with patients, we may not be able to do that.
uh And it's also just a much harder mechanism to get into consumers.
aah We've always had it in the back of our mind, like the product could be sold intoconsumers, but our focus has really just been uh mainly like channeling through the
physician practices.
OK, yeah.

(09:06):
So you're you're now provider, say provider first, but with the ultimate goal ofbenefiting the patient in addition to the provider, right?
Yeah, so.
So what do you think are?
The biggest challenges, right, that doctors and these mostly primary care doctors thatyou're like independent primary care practices, but I know you go you deal with health

(09:27):
systems and like larger provider groups as well.
Maybe it's a big mix, but like what are the challenges that they're facing?
Like why well be like?
What are you solving for on their behalf, I guess?
Yeah, I mean, I think it varies by the individual physician offices versus like healthsystems and things like that.
ah I think the three things we say that we solve for with the provider groups is one,you're getting better access to patient care.

(09:53):
Like everybody is super stretched in terms of resources.
They don't have enough people and bodies and.
to touch all their patients as much as they would want to.
So by adding some of our resources through either the technology or our people, we getmore touch points for their patients.
So the patients get better access.
We reduce a lot of admin burden for the physician practices.

(10:13):
So there's a lot of manual work dealing with complex disease patients.
So whether that's getting prior authorizations, making sure they're taking theirmedications, getting them in with a specialist, like getting them back into like their
primary care visit, dealing with like a post hospitalization discharge.
All that stuff takes resources from a physician office that's already pretty strapped anddoesn't really have any free dollars to go do that.

(10:36):
By enrolling patients in our program, like we take the risk to go do all that work forthose providers.
So we get them into our care management programs from WellBe, and then we handle all thatlike operational burden for them.
And then financially, since this does get reimbursed,
through like Medicare, Medicaid, health plans that pay for the services that we do, thepractices actually can generate some revenue off of the services that we provide.

(11:02):
So a lot of things we do are really difficult to stand up.
And if you don't have a technology infrastructure to kind of like manage the spaceshippopulation, it's easy to like lose money doing what we're doing, but giving them that as
sort of like a turnkey solution because the other problem I think for
just the healthcare industry in general, everybody is sort of tapped.

(11:24):
There's like no more resources free, there's no more people free, there's no more timefree.
just even if you wanted to go do something now, it's really hard to just like find thepeople to go do it or like the brain space to go think about how we're gonna go do this.
Everyone's sort of like reacting to all the issues going on.
um
And I think specifically with technology, there's so much new stuff out there.

(11:47):
I think that people in the healthcare world are probably like ill-equipped to reallyevaluate it just because it's so new and so powerful.
think some of the stuff that's out there and like, unless you're really like super cuttingedge technology, which healthcare has never ever been, ah it's kind of hard to even just
evaluate what is there and you know, how to use it.

(12:09):
em So that's why we come at it like a little bit outside the
the traditional lens.
Yeah, so you can kind of like plug in, right, to kind of the operating model of a providergroup to provide that technology and kind of fill that gap, right, that need.
Yeah, basically what we built our system to kind of sit on top of the provider's medicalrecord.

(12:33):
there are still stuff that they're doing, know, like charting and documenting notes andthings like that in their system.
And then we just plug into it so we can work outside of their system.
But then everything else that they need goes, you know, back into their system.
So it's again, like there's no brain power for physician practices to like learn newsoftware or log into another tool or do something like that.

(12:54):
Like we just want to keep doing what they're doing.
That's where we can like augment their needs for those patients that they want to getbetter access for, but you know, just have them have the resources to be able to do it.
Just take off the administrative burden in a lot of ways.
Yeah, there's a lot of administrative burden just sitting out there for no reason.
Well, and I think you and I've talked about it, but it's like each health plan has its ownportal, their own requirements, their own this, their own that.

(13:22):
So it's like, you you've got Blue Cross, you've got it now.
You've got, you know, Cigna United.
Like that's a big part for anyone who's not really familiar with what administrativeburden means.
That's a huge part of it.
So.
Yeah.
And like the whole stuff with like the value-based care things for providers trying tofigure out like, how do I move into this new world?

(13:43):
And like all those people have their own ideas of quality.
like, Hey, for Cigna, I've got to like hit these four metrics for elements.
got to these six metrics for Medicare shared savings.
have this different program.
like a typical physician who's seeing 20 patients a day for like 12 minutes at the time.

(14:04):
How are they going to evaluate, A, what the patient actually needs, like before the 12minutes, treat them, and figure out like, okay, am I maximizing my like reimbursement
model for Cigna for this patient?
I doing what Etna wants me to do for like this other patient?
It's kind of crazy that we ask those providers to do that much work.

(14:24):
And honestly, before I did this, I had no idea how crazy
like life for a primary care physician actually was until I started just like one, seeingit with like our clients, but then also just researching, you know, for kind of like
market analysis, what is an actual like primary care office doing?
And to think that there's a concept of, the primary care is gonna be the quarterback forlike all this stuff going on with like this patient and managing them is not fair to like

(14:56):
primary care doctors.
are the like most overworked, they are the least paid.
And they have the like biggest patient panel and they're also probably like the mostlikely to just still trying to be an independent practice, um, which is getting like
increasingly difficult.
And I would say almost impossible to like really manage an independent practice today andhave it like make any sense financially.

(15:19):
So, so you said the administrative process is different depending on who is covering theprocess.
That's like, do they not standardize that?
That's crazy.
So you have to do a different set of paperwork depending on the company, which health planyou're dealing with, even for the same problem, different paperwork.

(15:40):
Yeah, Medicaid and Medicare then is outside of commercial plans, right?
You've got that whole animal as well.
Yeah, and even like drugs like a curve prescribing medication to patients like some planscover ABC, some plans cover XYZ, they want prior authorization for this one.
And then, you know, if you haven't forbid you prescribe something to a patient, it's notcovered.

(16:03):
The patient then gets like really upset that they have this coverage, they're to come backto you as the provider.
And they're like, Hey, I'm just like working here.
It's not my fault.
Like go deal with your health plan.
And then patients are
I mean, I've even been in this situation where it's like all the health plan, like, no,you got to your provider and then call your provider and they're like, no, the health plan
did is you got to call the health plan.
then like, nobody really cares.

(16:24):
And it's just until you get so irritated that you give up um really like the last personinvolved in healthcare decisions is like the patient for the most part, which is really
just odd.
But it is true.
It's like, it's the health plans, the providers, and then the patients.
I can see why these doctors offices could use this kind of help.

(16:46):
when it's that kind of a maze you got to run through for every patient just to make sure,you know, stuff's getting paid for.
Yeah.
I mean, I think of it as if you're a physician and you're seeing 20 patients in a 10 hourday and then doing like your charting at nine o'clock at night and putting your notes in
the EMR, when are you ever supposed to figure out

(17:09):
Well, this is why Mrs.
Smith's diabetes is not getting under control.
And like, this is what's happened to her A1C over the last like six months.
And what's happening, like let's tweak her medication like slightly.
That is how you get healthier patients.
But asking a person to go do that who's working in the current healthcare system is notrealistic.
And it never will change unless we are doing something different.

(17:34):
I don't know if I've stolen this or absorbed it, but I always say,
There is no like healthcare system in America.
It's a sick care system.
It's like when people are ill and give them something to treat it, there is nothing on thefront end that promotes just general like health and wellness other than stuff outside the
healthcare system that's not like paid for.

(17:56):
Everything is just reactive to when people present something that they need.
ah
And that's why, like, if you look at any of the data, like our costs around these chronicdiseases, they just continue to go up.
The prevalence continues to go up.
No matter how much money we throw at things, ah it's not changing because at the end ofthe day, it's whether SAC is going to, you know, go to the gym or like stop smoking or

(18:20):
stop drinking or deal with my stress in a different way.
Until I deal with that, I'm still going to end up with the same.
chronic diseases or if I already have them, they're just going to get worse.
And that's not like a physician's job to go help me to like go to the gym.
Yeah, there's a lot of, um, and Seth, I think you and I, based on our experience, youknow, at Aetna when the accountable care solutions division was being built, which is

(18:49):
where you and I met, I was really excited about it.
It was kind of like early, um, stages of this kind of concept of value-based care.
And it was like all good intentions, right?
But like to your point earlier, you know, we, we ultimately couldn't really
do that, right?
Like it just, it wasn't, it just wasn't playing out.
I think the way that anyone had hoped for.

(19:11):
And I feel like though there was so many really smart people like you and who have nowkind of gone on and left these big health plans are creating these startups that are
actually doing the things that they wanted to do.
And so like well be health, you know, I worked for a quality health.
was kind of same situation.

(19:33):
uh I see a lot of these companies that are trying to solve for this issue because thehealth plans have ultimately kind of created this complexity, right?
Like through their processes and being so different.
But meanwhile, we're not really getting anybody better.
And so I feel like WellBe, you know, amongst others are kind of now here to solve thatproblem in their own little universe, right?

(19:57):
Like that's kind of where the change happens, I think.
Yeah.
And that's what I was saying.
I mean, like there's definitely like good people in the health plans and the providergroups and everything that like want to like move the needle and like may change.
And they're working at it.
It's just very difficult, you know, and you're always like coming across like competingpriorities or just getting access to things.

(20:21):
I one of the things that was really cool about the Accountable Care Solutions team when Iwent in there is it was sort of like,
A startup incubator like within a broad company.
So it's like we worked for a but ACS was like its own team.
I forget the exact structure, but it had like a CEO and like around leadership org so wecould like move things like more quickly.

(20:43):
Yeah, we felt we're nimble.
Yeah, and a little bit
first time I got there, was devolving and it was like we were rolling back into AdNum.
It was still sort of like all the corporate approvals went back and down.
But there they had a kind of software team that was building software tools that they weretrying to get to providers.
They had some consulting arm that they were trying to get into providers to explain someof these things.

(21:07):
We were doing the contracting work and all of that.
And then it just felt like the software stuff sort of went away.
the consulting stuff sort of went away.
And then we were just coming in and being like, Hey, you got to cut your rates to X andwe'll go do this.
But then without the software and without the tools for the providers to go move theneedle, that's where it just seemed like it didn't work.

(21:29):
And maybe like the software stuff had no ROI.
Like maybe it just wasn't working.
And that's why I like went away.
But to me, that's where I think some of the cool things in the startup world are
moving the needle.
like we have the experience doing these things, but how do we build software or tools toultimately help people manage this?

(21:53):
I purposely adamantly stayed away from selling our services into health plans because it'sso slow and um not innovative really.
mean, they try to be, but it's just like, that's not what they do.
They're built that way.
Yeah.
I've come to realize that big companies like that aren't designed to innovate.

(22:15):
They buy companies that are innovative and roll them into a bigger org.
And then they figure out how to really systematize the process and do things moreefficiently, build on their scale with sales and marketing and get more people involved.
But coming up with a new product or a service or something at a company of that scale isnot really.

(22:36):
even feasible that I can think of.
mean, we did a couple things, but not, not anything crazy.
Whereas like in our world, it's like, we want to do something like we really said, we wantto, uh, you know, we don't really have any constraints over what we can or can't do.
Yeah, that's yeah, that's the I think to me anyway, and especially like since launchingthis podcast to when we talked to so many different folks that are doing things just like

(23:01):
this.
um Like I feel like this is where the change happens and there's just so much cool stuffout there and technology and AI and like, you know, leveraging all of that is um is huge
for the health care industry.
I think this is like where we are really starting to see a big shift.
um where I feel like in the, you know, for years and years, you know, the health plansreally kind of dictated how we received access, experienced health care.

(23:28):
And now it's like the onset of like technology and AI and like health care in your hand.
We've got an app for everything.
Like we are empowered as patients, as plan members, as consumers to start to kind ofbetter direct our health care, like based on like what season of life we might be in or
maybe a condition that we have.
So,

(23:49):
So that's exciting.
And actually, question for you, and I want to understand too, like, what does theexperience feel like when WellBe shows up in a provider's office, right?
Like you're contracted with them.
What does it feel like for the provider, the staff and the patient?
Like how do they interact with WellBe and who do you, I know you have like care managementteams, things of that nature.

(24:10):
So maybe you can kind of dive into that a little bit.
Yeah, so basically how we work is we go to a provider practice.
So we usually target, you know, maybe like a 10 to 30 doctor practice or something that'slike big, um not huge, you know, but something that can like have a decent like patient
panel size that's worth, you know, partnering with for us.

(24:32):
ah We come in and say, we'll basically handle all your patient care in between officevisits.
You guys focus on patients when they come in the office or any like acute telemedicinevisits.
everything else with their chronic disease patients are just gonna outsource over toWellBe.
We'll go into the provider's EMR, we'll get a list of patients who are eligible, we'llcontact those patients, explain what the program is and try to get them to participate in

(24:56):
the services that we provide.
And then we just basically like pick up that work for those patients.
So then instead of the doctor being the primary point of contact for that patient anymore,it's WellBe.
They have like a dedicated RN care manager who's responsible for them.
They're dealing with like the day-to-day stuff.
And if the provider, the physician needs to be involved with something, it's usually gonnacome from the nurse.

(25:18):
instead of taking a bunch of questions and things from like all their individual patients,they're just gonna get like messages straight into their EMR from like their well-being
nurse to say like, hey, I was talking to Heather today, her blood pressure is under, youknow, out of control, we can't get under control.
We tried adjusting the meds, this is what's happening.
Like, what do you want to do?
So they're just getting a curated

(25:40):
set of information about a patient that really like is only going to be answerable by aphysician, you know?
So all the like triage stuff comes away and they don't have to deal with it.
And then from the patient's view, when they come on, they have a team from wellbeing thatis doing everything from like monitoring their vitals.
So whether that's like their blood pressure or their weight or their glucose or their, youknow, pulse oximetry, if they have like COPD or pneumonia or something like that, like

(26:07):
we're actually monitoring all that stuff for them.
in real time and then they have a dedicated care manager and like a whole care team fromWellBe where they have their direct contact information.
So I'm sure you've experienced this.
Like if you wanna talk to your doctor, you're probably going through like four sets ofmessages and just being triaged before you can even talk to them.

(26:28):
the patients here like have the cell phone number essentially of their nurse and they canjust contact them directly if they ever need anything because we want to be like as
proactive as possible for them.
And then essentially for the patients, like we're giving them a comprehensive care planabout how to deal with their health conditions.
So a lot of what we deal with is like high blood pressure, diabetes, congestive heartfailure, ah COPD, chronic kidney disease, things where like what you eat, what you drink,

(26:58):
how you're managing your stress are all important, how you're managing your medications.
So we will actually build a care plan for that patient based on what they canrealistically do.
you know, whether that's like just getting out more, getting them access to socialservices if they need those kinds of things, making sure they understand their
medications, all of that.
So we're doing like a comprehensive care plan for all of their health conditions.

(27:23):
And then we're working with them over like a six, 12, 24 month period over like, how do weget all this stuff under control?
Come off of your medication or reduce your medication or like lose some weight so you'renot having as much
like stress on your heart, all that type of stuff.
we're kind of like a combination between a therapist, a personal trainer and a healthcoach that's just like assigned into the patient.

(27:49):
So that's why they really do a lot of engagement with our team and then take that off ofthe burden of the physician practice.
And we essentially become like an extension of their office.
So we work like in collaboration with their
know, medical team with their like operational team with their billing team andeverything.
And we're just like an extra set of eyes and ears and hands and things for their patientswho need the most help.

(28:14):
And it's not.
sorry, Jeremy.
You want to ask a question, but real quick, it's not specific.
Since you're like provider groups, you could get a mix of people that are like commercialinsurance, like, you know, me through my employer could be Medicaid, could be Medicare.
uh Is that pretty much kind of across the board?
It's really just solely dependent on they've been identified for having these chronicconditions and then are kind of basically.

(28:42):
Yeah, so we are with like traditional Medicare or just because like they're the mostprevalent in the office.
We know exactly like how the reimbursements work.
So it's not dependent on like their underlying contracts or benefits.
Like we just talked about every single commercial plan has 50 different rules.
Like whether they cover all of these services or not varies.
Medicare, know exactly what happens.
ah Then we do Medicaid.

(29:03):
So Medicaid is pretty clear like by state.
Who covers what?
Does it make sense financially to go do it?
And then we can also do commercial coverage.
The thing about the commercial coverage though is a lot of the patients will have highdeductible plans and they're not going to want to spend out of pocket like all of these
services on the front end.
So it's harder for us to engage with patients without commercial.

(29:24):
ah But yeah, it's just basically like condition focused and who's eligible for theseprograms based on like what ah disease states they have.
So that kind of brought it all together for me there.
So you go through the, the doctor as the portal, but you work very hands on with thepatients too.

(29:45):
So do you have like your own wearables and stuff that track all track all those, uh, youknow, the bio data and whatnot that you were talking about for, for the patients.
Yeah, we don't manufacture any hardware.
have vendors that we use for some of the stuff.
So we'll like drop ship equipment into the patients.
So whether that's like a
like a blood pressure monitor or a scale or a blue common or something, we'll send that tothe patient.

(30:09):
And then that's already like configured into our system.
We also just sync up with any of the stuff they have.
So if they have like a Fitbit or an Apple watch, like our app can plug into likehealthcare and stuff to grab that data and then push it into our system.
And really like what our system is doing is we see that data.
It's analyzing based on the patient's history.

(30:30):
Is this like an outlier?
Is this a weird thing we need to go engage with this patient on?
So if they have like spikes of blood pressure or dramatic weight loss or things like that,it's immediately gonna push a message back to the patient telling them things they should
be doing or this is concerning just so they know something is wrong.
It's also gonna like message into our nurse to say, Heather just took a blood pressurereading and it's 220 over one.

(30:53):
boarding, you like very concerning, like you need to outreach to that patient immediately.
So then it lets us get in front of potential exacerbations that are life threatening, butthen also lets us track, uh, like over time, are we moving the needle in terms of getting
these vitals under control?
So they're better managed.
That just keeps the doctor so much more connected with the patient too, in ways theywouldn't be otherwise.

(31:16):
So that that's always good as well.
Yeah.
I mean, I think of it like my dad has diabetes and high blood pressure and I imagined hislike experience with his doctor.
He has no idea what his blood pressure is like on a daily basis.
Like he'll tell like, I like I'm losing my vision or, know, like I get, I get headachesand I feel faint, you know, like I have no data around that.

(31:37):
Like what that means, maybe best case scenario.
He wrote down a couple of like blood pressure readings that he took over the three monthssince he last saw him.
And a doctor is supposed to be like making a decision about that.
If my dad was in our program, like we'd be monitoring his blood pressure in real time forthe last three months.
And I can tell you, it's spiking in the evening because it doesn't take his meds or it's,you know, started an average of 180 systolic.

(32:02):
It's down to like 150.
We're trending to 120.
This is like our goal.
And like, as that's happened, his A1C has gone up because he's eating somethinginappropriate or whatever.
And like, we're going to find out how that's all working.
And then feeding that into the doctor.
So instead of kind of flying blind of how to deal with this patients, like you have allthis data, a nurse that's been watching him for the last three months and made her own

(32:24):
assessments of like, what's going on, can push that to the doctor before a visit.
And then he can actually spend two minutes and be like, yep, I know what's going on.
Like, this is what I'm going to do.
And it's way easier for that doctor, but then it's also going to drive like much betteroutcome.
randomly showing up and looking at the chart two minutes before of what's in there andtrying to figure out what's going on with someone who's managing, know, coronary diseases.

(32:50):
Yeah, exactly.
So, okay.
So you're capturing all this data, you're supporting the patient in between those visitsto the provider, right?
To their primary or special, I guess it could be specialist too, right?
So like, does, does the app kind of, I don't know, like deliver all of this information insome sort of way to the doctor.

(33:14):
So like they know, okay, you know, so and so is on.
you know, working with well be I can like go in here and it's like a report or a summaryor something.
ah Yes, so like the main thing that like our app is doing is one is it's suggesting allthe information, automating anything back to the patients.
So sending them like reminders of things that they should be doing, pushing messages abouttheir care plan that they need to be working on all that type of stuff.

(33:39):
um It's also triaging all this stuff for our team.
So like when a nurse comes in to work at Welby, it's like, here's my panel of 150patients.
It's automating who they need to talk to based on, you know, what their
prior vital readings were, or like follow up things for the patients.
So like I said, if you don't have underlying technology, it's hard to just like do thiskind of program.

(34:02):
We're just pushing everything to the nurses like, hey, call Heather or call Jeremy, callSeth.
Like this is what happened last week.
This is what you need to do.
It like automates all those soap notes for them and like records the call that they're ongenerates.
So the nurse doesn't have to do anything.
It can push it back into the EMR.
If there's like,
elevated readings or things, it'll just push that data back into the EMR and push amessage to the provider.

(34:26):
So a lot of it is telling our team what to do, because we're not at the point where it canjust fully automatically go make a clinical decision to somebody and tell somebody what to
do.
So it's pushing it to the nurse, you guys make the final clinical decision, and then youcan push it into the physician.
um We do have some of our own clinical assistant AI stuff that we've built for the nursethat can

(34:50):
through all that stuff.
it's reading all the phone calls from the patients, all of the prior notes on thepatient's account, the demographics of the patient, plus all these vitals that it's
capturing to proactively tell both a patient and the nurse, like what are things thatshould be focused on next time they're trying to do like any sort of care management

(35:13):
engagement.
So you've been doing this for a few, few years, um, and you've had some patients in theprogram for long enough that obviously the goal being improving health outcomes, right?
Like stopping people from going to the ER, you know, unnecessarily not letting issues getworse and how, what are you seeing?

(35:37):
Like, are they, what, what is kind of the, what's the feedback?
What are you, what are you starting to see from an experience perspective and outcomes?
Yeah, I we only have limited access to data.
The one thing I don't have, since we don't partner with the health plans, is seeing claimsdata afterwards.
I don't know if we're ultimately saving money at the end of the day, just because I can'tsee it.

(35:57):
do know we have all the biometric data on patients.
So we can see we're seeing a 20 to 30 % reduction in systolic blood pressure within thefirst three to six months of engaging.
So we are getting there.
blood pressure under control, we're seeing a 20 % plus reduction in A1C for like diabeticpatients.
So getting them down under control is something that we're seeing.

(36:17):
We're also getting really great feedback from patients in terms of their patientexperience as part of this.
So we send out like a net promoter score to all the patients and we have like a 97 netpromoter score, which is crazy in healthcare, but hates healthcare.
That's really good.
saw that on your website.
the way.
Yeah, the patients just like love it and like getting all that access is things they neverreally knew they had before.

(36:40):
So I think that's a metric for us.
And then just anecdotally, like we've seen things where we've definitely like avoidedhospitalizations and ER visits from catching things like these like blood pressure
readings or on the other hand, like we've probably forced some ER visits from some ofthese because they needed to be there.
instead of like,

(37:01):
getting an ambulance and like getting them into an ER when it's like even worse, likegetting them preventatively and then getting admitted into the hospital because we're
seeing, you know, blood pressure is getting symptoms from the patients and like reallypushing them.
You actually need to go into the emergency room based on what's happening, rather thanthen have the patient have a stroke and come in like five hours later in a much worse

(37:23):
condition.
Yeah.
And I imagine the providers are grateful because you're essentially enhancing the carethat they provide, making them more, I guess.
um
They get to be efficient in what they do because they don't have to worry about all thisextra stuff that you can take.

(37:46):
care of that you're taking off their plate.
So yeah, I found that our best customers are physician practices who are just like reallyinterested in like patient care and quality who have like internal quality programs.
They're trying to like move the needle and we can come and do it for them at no cost andactually generate some profit on the back end for it.

(38:06):
So if the ultimate goal is I just want better patient care, you're 100 % going to getbetter patient care.
There's like no.
questioning, you have more access, you have more data, we're going to improve outcomes forthose patients and you're going to get some incremental revenue out of it as well.
I think one space we've found really interesting, it's like the federally qualified healthcenters.

(38:27):
ah They are in a unique situation where ah they have particularly needy patients who havea lot of complex like social needs as well as clinical needs.
they don't really have a lot of uh resources to fix them.
And FQHCs are particularly understaffed, under-resourced to be able to manage some ofthese.

(38:49):
So it's like you have a complex need of patients, a limited availability of staff time tomanage them.
Those are places where we've done exceedingly well, especially from a patient feedbackperspective, because some of them would be
I have to wait two months just to get an appointment to come in and see my primary carephysician.

(39:12):
But it's like, now I have an on-call nurse that can deal with like 95 % of the stuff thatI need.
And then we're helping them get access to all the services that they need.
And also like taking that burden off of the clinic's plane.
Yeah.
In FYI, for anyone who's listening, FQHC, federally qualified health center is basically,well, Jeremy, for us here in Flagstaff, like North country.

(39:35):
Okay.
Yeah.
Serving primarily, they usually are kind of like, they have all the things, right?
Like they've got specialists in primary care and obstetric care and they've got a pharmacyand they've got, but largely like Medicaid um population uh utilizes and then Medicare
probably after that.
then.
um but they're a really important part of communities that serve especially rural areas.

(40:01):
Yeah, really have it in rural and deal with a lot of like Medicaid, you know, low incomecomplex patients or like dual eligible Medicare, Medicaid patients.
oh
Yeah.
And I was going to say even, you know, even the, most, I don't know, capable of us, westill need somebody to coach us.
Right.

(40:21):
Like I've got all sorts of tools and ways and means, and you know, some privilege quitehonestly.
Um, and I would still need somebody to be like, Heather, you know, like get your acttogether here, you know, like you're making terrible decisions or like you could be doing
this differently.
Like it's like,
having a joke everyone needs a doula for something.

(40:41):
Yeah.
So a doula for everything in your life.
And to have a chronic condition too.
It's overwhelming.
I imagine I don't have one, but
I just need an intern.
Can I get an intern?
I mean, that's one thing I found.
like when we started this and it was like a patient app, like that was great.

(41:03):
But at the end of the day, people need someone to be accountable to.
And I think having that same, that is like, Oh man, I'm going to have to have my call withChristie on Friday and she's going to see my A1C is I'm like, I'm not doing like that does
actually move the needle.
And the way we structure things is like, you have that relationship with your nurse for
a year and a half, know, so it's not like, it's not like a triage line where you're like,Hey, how do I, can you help me quit smoking or whatever?

(41:28):
It's like, it's the same person over time.
And it's like, I get to know you, I know what your inner workings are and how to move you.
And that's really fundamentally one of the things we do, which is why I said, like, we'repartially like a therapist, just like managing this, this like relationship with the
patients and getting them to do the things they want to do and plugging in the biometricstuff.

(41:51):
makes them even more accountable.
It's like, sure, I can tell you I was dieting all week, but like when I step on the scaleand it transmits that data to the nurse, it's like, why is this happening?
Or like, why is your A1C here?
Why is your blood pressure here?
Like you're not doing what you said you're gonna do.
And I think they know that.
And it does create like a different level of accountability for patients that we all need.

(42:13):
I mean, I've been in this industry forever and like, I don't understand half of it.
I definitely understand the clinical things.
Another thing I didn't even think about this when we had started, but it's like, it'spretty intimidating to go talk to a doctor.
You know, it's like, I've got all this like stuff going on with me and I don't want you tolike judge me and like, am I going to talk to you about this stuff?

(42:34):
And plus it's only like 10 minutes.
Like I don't have to tell you everything.
People are way more willing to open up and engage with someone like virtually and somebodythat is not a lot of time clock with them.
That's like running in and out of the office.
uh And we'll uncover things that are impacting like a patient's health that they wouldn'tnecessarily want to talk to their doctor about.

(42:56):
And they've told us that the way I've never told anybody this, but I'm telling you,because I want to go, you know, fix this or whatever.
Which wasn't like part of the plan, but it's definitely something we have seen in terms oflike getting more access to stuff going on with the patients.
I love that.
mean, technology is great, right?
Like we all want that, but we also still want that like human interaction.

(43:17):
Like that's still so important in healthcare.
We don't want robots, right?
Like we don't want just a chat bot that we can talk to.
We want like a real human and like that accountability piece, right?
Like I remember how many times I've been in like some kind of like, um, like group women'swellness group or something to like lose weight or whatever it is.

(43:38):
And
I was always way more successful when somebody was checking in on me and holding me tomeeting goals and doing certain things.
And it was, I always had pretty successful outcomes because if it was just me like, youknow, doing something in an app and I got a notification that would said, you know, did

(43:59):
you do well now?
Like if like a human person was like, did you do that?
And then I'd feel really guilty.
So.
Yeah, it's easy to lie to an app.
It's not as easy.
ah Yeah, 100%.
And the stuff we do, like, it's so long-term to deal with and it involved like so muchbehavioral change and just like mindset shifting of how you're gonna deal with this stuff.

(44:22):
Like if you think about, you know, patients who have diabetes, they've had diabetes for 30years and they've just been like managing it and dealing with it and like letting it get
worse and not really like knowing how to like,
do anything about it.
And then all of sudden they kind of want to try to improve their condition and don'treally know where to start.
That's typically the person we're dealing with.

(44:43):
So in like normal context, it would be someone who's like, you know, been overweight for30 years and now they want to go to the gym.
There's going to be a lot of stumbling blocks and they're not just going show up and go togym every single day and like change their diet and lose a hundred pounds and...
you know, the next three months, like if there's not somebody who's like gonna helpencourage them that like, it's okay to fall down and like keep going and stuff.

(45:08):
That's one of the things we need to like keep pushing on these patients to deal with,because it's really easy to just like fall off, get lost in the system and not really like
continue on your journey to better health.
Yeah, that makes sense.
Well, I want just in checking time here, I want to make sure that we we start to wrap uphere.

(45:31):
But in terms of well-being health, like what's next?
You know, what's what are the kind of next big milestones?
Is it just just continuing to grow?
Are you looking into any any specific areas of growth or services?
Yeah, good question.
I mean, I think the main thing we've been dealing with is kind of like move from supersmall startup into like larger stage startup.

(45:58):
mean, we're moving from like a, you know, a team of like 15 or 20 people into a team oflike a hundred people and like managing that change.
And how do we deal with it?
Like kind of more at scale.
And then also,
Just the things that a technology basis, like we're always trying to push the needle onhow we use technology.
uh Like I said, we're building our own kind of AI clinical assistant and really trying tounderstand how do we utilize that best both for our internal teams and with patients, like

(46:27):
we said, I you can't automate away everything, but there is a lot of things that AI can dothat can make work easier for people.
So how do we like use that in the right way and figuring that out?
And then also like we've just continually like kind of pushed up market for our customerbase.
We started with like the smallest of small customers, knowing that we'd probably break abunch of stuff and like didn't want to break anything too big.

(46:53):
And now that we've fixed a lot of those things and like we're running efficiently, we knowhow to do the things we're doing, kind of move up market and kind of finding the sweet
spot from a customer perspective.
you know, we have everything from, we still have some of our very first like single doctorpractices all the way up to like enterprise health systems and figuring out like where do

(47:13):
we really fit exactly best?
Like one of the things we're doing that's exciting is we've been partnered with EmoryHealth in Atlanta for a while and doing like blood pressure management.
And they came back to us to see if we could do a...
high risk pregnancy program where we're monitoring their like preeclampsia patients duringpregnancy for high blood pressure.

(47:35):
This is brand new to us.
So we had to build like all the whole clinical protocols, like the escalation protocols,bringing it on people that can like specialize in OB care.
Like that's not our typical like sweet spots.
So just expanding, I think some of the use cases for the service lines um that makes senseto us that we think we want to get into.
And I think just generally

(47:59):
moving the company forward into a better iteration of itself.
It's exciting.
How many years have you been in existence?
So we technically started like the beginning of 2022.
So yeah, about three years.
Yeah.
Okay.

(48:20):
It's exciting.
Big growth.
I'm working for a startup myself right now and having come from one before, it's anexciting time to be a part of that growth um and just kind of seeing what the
possibilities are and, you know, solving the problem, the big problems, right?
Because like, I mean, right.
PCPs, they don't have a lot of time.

(48:42):
Administrative burden.
people still need guidance and help, particularly with chronic conditions.
And chronic conditions make up the majority of healthcare spend.
And it fits all the running themes we've had on the uprising here.
Oh yeah.
Throughout really, you know, it's using new technologies to, helps, you know, make thedoctor's offices more efficient.

(49:04):
It helps the patients be more in control of their own healthcare journey and just kind of,you know, makes things work better.
Yeah.
general.
I mean, that, that's really kind of the whole process we're seeing with, with a lot ofthis stuff.
It's nice.
It's, it's nice.
keep telling everybody cause like you, Seth, I've been in the healthcare industry for everand it's nice to actually see a real legitimate, like I want to say almost seismic shift

(49:34):
in the healthcare industry.
Like we're, we're, shaking shit up.
We're doing
mean, I- Proactive nature of it too.
Like, so many of these things we're getting on the podcast, like what we're talking abouttoday, it's very proactive.
It's about getting to the problem before it becomes more of a problem.
Yeah.
Which, you know, I mean, that's the best direction healthcare can move in my mind.

(49:58):
Yeah.
Yeah.
I think there's a fundamental shift with like patient expectations as the population agesof-
I do everything this way with like every other part of my life with my travel, with myfinances, with my, you know, social engagements.
Like I want things automated.
want things simple.
want things user friendly.

(50:18):
And if you can't get that to me, I'm going to go somewhere else that can do that.
Um, and you know, 10 years ago, that wasn't the case.
And I think more and more providers, even if it's like the younger and like people who aregoing in to get care now that are 25 are not going to put up with anything unless it's
like super efficient that.
That's how they need to think about getting customers, know, as a physician office.

(50:40):
But then also, you know, people our age, people older than us, they're starting to havethe same expectations as well, because they use, you know, Robinhood as well.
And they use like travel apps and Uber, like they know that this stuff is possible justbecause they're 65 doesn't mean they don't know anything.
And like one thing I realized is

(51:01):
The traditional health plans have a very perverse incentive to not get people well,because it gets so transient.
If you spent money to get me well, and you're Aetna, and then two years from now, I switchjobs and I go work for you.
My employer gets United or Blue Cross or whatever.
It's like, I invested in Seth.

(51:22):
I got unhealthy.
And now my competitor is getting the benefit.
like.
Right.
If it's not going to move the needle financially in the next year or two years, I'm notgoing to spend all that much time on Seth unless he's a frequent flyer ER person.
And by that point, there's very little you can really do.

(51:42):
So it's something like Medicare, where they're in forever and you know you have to dosomething, something like Kaiser, where they're probably going to stay there forever, or
you're just an outside.
entity with a relationship with a patient that like I want to have a relationship over thenext 10 years makes the most sense.
Like traditionally it kind of doesn't to do the things we're doing.
And I mean, I get it.

(52:03):
Like that's just, that's how the business like operates.
Yeah, no, that makes so much sense, too.
I didn't really think about it from like until you said it was like, duh, like employers,right?
Employer provided health care like a United or whatever.
And if you're going to be gone and somewhere else and people don't stay in jobs very longanymore, they they're not in these, you know, with pensions and stuff like, you know, for

(52:27):
25, 30 years, that's pretty rare.
And so people are not job hopping, but they're they're not staying anywhere long, whetherby choice or just because that is just how
universe works today.
So why would you invest in that?
Like my employer could switch next year anyway.
It's not like I had a relationship with Aetna and I'm gonna keep them for 50 years.

(52:48):
Like if a product comes in and offers me a 5 % discount, I'm just gonna move.
It's all simple services.
So it's kind of hard to invest in that population in something that's gonna get returns infive or 10 years, but health doesn't provide returns border over border.
It's like this is gonna be 10 years down the road when you're gonna really feel theimpacts of it.

(53:10):
Yeah, so that relationship with the provider is even all that more important, right?
Like that's the one you want to keep intact.
And so having that kind of support like from a WellBeHealth makes so much sense.
Yeah, the odds will keep my doctor for 10 years are a higher.
The odds that I will be in the same job and that same job, the same health plan.
I'm much more likely to still have my doctor and he's going to know what's happened withme over the last like 10 years.

(53:35):
Right.
True.
Well, well, another exciting, interesting conversation uh before we before we uh let yougo here today, Seth, let us know where can we find you online, social media?
How would somebody get a hold of you to get started if they're interested?

(53:56):
Yeah, we don't have a huge social media presence.
mean, we're Welby Health, uh our website is WelbyHealth.org.
Most of our social media stuff is under Get Welby.
So like LinkedIn, Facebook, X, that type of stuff.
And just, you can also email us, just info at GetWelby.com or info at WelbyHealth.org.
uh And you can reach out anytime.

(54:19):
Well, Seth, thank you so much for coming on.
This has been oh interesting and just good to know that there's somebody else out theredoing something to help really solve the complications and the complexity of the
healthcare industry and really kind of plugging in where we need it most.
So, yeah, yeah.
So I'm excited that you joined us.

(54:41):
So, and I'm super excited for all of your growth and everything.
em It's just a big deal to
build a company and to see it change and grow and go from 50 to 100 employees.
Like that's massive.
really congrats on the success so far and all of it to come.
Yeah, appreciate it.

(55:02):
We do our little part.
was really fun to talk to.
I love chatting about healthcare stuff when it's not very specific outcome required.
It's such a nuanced market too.
You know, there's like not all that many people who understand anything about what we do.
So talking to other people who do it, it's always fun.
I'm learning as I go.
It's not the easiest thing.

(55:23):
Let me tell you.
It's a lot.
Like sometimes I'll talk to like,
my salespeople or something and they'll just like listen to me on phone calls with them.
And he's like, how do you know about like, whatever.
And I'm like, I don't know.
thought everybody knew about that.
It's like, I never even heard of that before.
I don't know what that is.
I'm like, yeah, I guess that's just like institutional knowledge of like hanging aroundthe hoop for 20 years.
Yep.

(55:45):
Well, and hopefully what we try to do anyway with these conversations is that we make itkind of informal and unstuffy enough that somebody will be listening.
And we've got a pretty mixed bag of an audience too, that they'll uh start to understandlike the value of a WellBeHealth, know, whether they're a patient or a provider or just

(56:07):
some random person, you know.
Yeah, for sure.
We're all patients, right?
Every single one of us are at some point in our life.
And there you go.
Our conversation with Seth from Welby.

(56:28):
Really cool stuff.
Before we get into the nitty gritty of it though, one of those anagrams got by me.
He said soap.
S-O-A-P.
Do you know what that means?
We're gonna have to look that one up.
That's a new one.
The healthcare industry acronym dictionary is relatively long.

(56:52):
Yeah, yeah, it's kind of endless.
I try to ask in the moment what things mean.
I missed that one in real time.
I will put it in the show notes.
So uh let's get into the main takeaways here.
Heather, what do you got for us?
So as I mentioned in the intro to the show and Seth and I talked about this during um ourdiscussion with him because Seth and I work together and in the value-based care, you

(57:18):
know, kind of space within the healthcare industry, which really kind of came on themarket back in around 2010 when it started getting some traction.
So it's been around for a while, but the biggest issue is that like large health plans arejust, they're big, right?
And it's like,
It's like moving the Titanic, right?
You're going to hit an iceberg.
um And as much as they want to be, you know, a part of that value-based care stuff, theaccountable care organizations and joint ventures, like we talked about, they just can't

(57:48):
be very nimble because of some of the, you know, the bureaucracy and it's these bigadministrations, whereas like WellBeHealth as a small tech startup in the healthcare space
can be nimble and can actually solve for the same problems.
that the Aetna's and the United's and the, you know, the anthems of the world are tryingto solve for it.

(58:09):
They can just do it better, quite honestly.
um They can just do it there.
And that's what WellBeHealth is doing.
Going at it from a provider first perspective, like independent, you know, provider groupsthat um have, you know, patient panels with, you know, chronic conditions.

(58:30):
And those are the folks that need, you know, the most help.
because they're like the smallest percentage of the patient panel, but the largestpercentage of cost.
And that's really where they need to plug into.
And that's what WellBeHealth is doing.
So they're really solving for that uh very head on.
And I think it's just really exciting to see them um doing that.

(58:51):
Yeah.
Yeah, it's uh another great niche to fill that we're covering here on The Uprising.
But to me, conversations like this, mean, you know, he's talking about how all thedifferent employers, because healthcare is mainly employer-based and they all have
different programs depending on who you work for.
And then there's different administrative processes that you got to go through, throughthese different programs, depending on who your provider is.

(59:15):
And just so overtly and needlessly complex.
I feel like if we would just centralize healthcare and have a single payer program, thenthese problems wouldn't exist to begin with.
And we wouldn't need companies like this to solve these problems because they wouldn'texist.

(59:36):
But considering that America can't get its act together to be an actual first worldcountry, I guess it's a wonderful thing that we have companies like this coming around.
Yeah.
you know, technology is it's a huge part.
It's like we talk about this all the time.
You know, you've got you're empowered by technology and access to data and having it onyour phone, you know, and remote monitoring like we're that well be health does, um,

(01:00:05):
avoiding getting going to the ER or urgent care, basically getting out in front ofproblems before they get worse.
Like that is such a theme.
And what we talk about, and people are getting out in front of things because they'regiven the tools and the technology to do that.
And then there's companies like WellBe that are showing up and saying, hey, we want tohelp you and we want to make sure that you stay well.

(01:00:27):
Cool.
Although it seems like really basically a hundred percent of all new innovation is basedon preventative care, which is where we need to go.
Like don't get sick to begin with.
So much better that way.
Right.
It's a lot cheaper to not.
And it's better for just the human race in general.
It's better for the money.

(01:00:48):
It's better for the patient.
It's better for the doctor.
It's better for the insurance company.
It's better for the employer.
It's better for everybody in every way.
If we just don't get sick to begin with.
So let's not.
let's do that.
Let's do that.
I'm on um board.
All right.
So if you're down with that plan, make sure you hit the likes and subscribe, share autodownload so you don't miss a beat with the healthcare here.

(01:01:10):
We are on all the major listening platforms.
We are on YouTube.
If you want to see us on video and put a face to the voice kind of thing.
I don't forget what else I'm supposed to say.
What else did we say?
You can also find us online at healthcareuprising.com.
And of course we are in all the social media sites like Blue Sky and Instagram andLinkedIn and Facebook.

(01:01:33):
So definitely take a peek for us out there.
Follow, like all the things on the socials to keep up with when our podcasts drop and weshare a lot of stories from our past guests, um their posts.
So you can keep up on all things healthcare.
um What else?
Always looking for folks to come on the show, whether you're a CEO, founder, something inthe doing something innovative in the healthcare space.

(01:01:59):
And it doesn't have to be a technology.
doesn't have to be an app.
Innovation shows up in a lot of different ways.
We'd love to have you on also for human stories.
Do you have a healthcare experience that you'd like to share that you think people couldbenefit from hearing?
We'd like to hear from you too.
So give us an email shout at healthcare uprising at gmail.com.

(01:02:21):
and we would love to have you on.
I saw something on our schedule when I was looking at it earlier today.
We're going to interview somebody about breathing therapy.
So yeah, it doesn't have to be techie at all.
it sure doesn't.
So I think that's it.
This is your dose of healthcare for the day.
And with that, keep looking for the good in the world.

(01:02:42):
Sometimes it is where you least expect
.

(01:03:41):
This has been a Shut Up