December 23, 2024 • 54 mins
Matthew (Matt) McGinty, CEO of CareConnect - an AI-powered workforce optimization platform for home healthcare organizations, talks about his background and career, and the solutions that CareConnect brings to their clients.
At CareConnect, Matt focuses on positioning the company as the go-to platform for caregivers and home care agencies, with a deep emphasis on AI and machine learning to improve outcomes for caregivers and enhance workforce engagement.
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At CareConnect, Matt focuses on positioning the company as the go-to platform for caregivers and home care agencies, with a deep emphasis on AI and machine learning to improve outcomes for caregivers and enhance workforce engagement.
Winning Business Radio is broadcast live Mondays at 4PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Winning Business Radio is viewed on Talk 4 TV (www.talk4tv.com).
Winning Business Radio Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/winning-business-radio--3075598/support.
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Episode Transcript
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Speaker 1 (00:00):
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Speaker 2 (00:18):
Churchill said, those who failed to learn from history are
condemned to repeat it. Kevin helen N believes that certainly
applies to business. Welcome to Winning Business Radio here at
W four CY Radio. That's W four cy dot com
and now your host, Kevin Helenn.
Speaker 3 (00:41):
Thanks everybody for joining in today on this busy holiday week.
I'm Kevin Halenan and welcome back to Winning Business TV
and Radio on W four cy dot com. We're streaming
live on talk for tv dot com in addition to Facebook,
and that's at Winning Business Radio. And of course we're
available after the live show and podcast form pretty much
(01:01):
wherever you listen to your podcasts, YouTube by Heart, Radio, Spotify, Apple.
The list goes on. The mission of this show, as
regular listeners and viewers know, is to offer insights and
advice to help people avoid the mistakes of others right
to learn best practices. Those are the how tos, the
what tos, the what not tos, to be challenged and
hopefully to be inspired by the successes of others. Who
(01:24):
are those others? Those are consultants, coaches, advisors, authors, founders
and owners, leaders, entrepreneurs, people with expertise. But you know,
virtually every successful person I've ever had a chance to
talk to has had some form of failure in their
lives and careers. I say it every week. While we
all have to get our knee skin once in a while,
I'm driven to keep those scrapes from needing major surgery.
(01:45):
Let's endeavor to learn from history so we don't repeat it.
I've spent the better part of my career equipping businesses
to growth. That's from solopreneurs to small and medium sized
companies all the way up to the Fortune fifty. And
I've seen those companies win and to varying degrees. I've
seen some fail and fed the opportunity to rub elbows
with some of the highest performing people around, and some
with probably some who probably should have found other jobs.
(02:08):
In my own businesses, I've had lots of success, but
some failures too, So I like to think I've learned
a lot from those experiences. Oh yeah, you'll hear from
me but we really want you to hear from others,
and that other today is Matt McGinty. He's the CEO
of care Connect. Care connect is an AI powered workforce
optimization platform for home healthcare organizations, and he was a
(02:29):
guest of the show back in April of twenty twenty two,
so this is a welcome back. Here's his bio. Matt
McGuinty is the CEO of care Connect, where he drives
the company's vision, strategy, growth and expansion. With over twenty
years of cross industry SaaS that's software as a service experience,
he's led sales, marketing, product development, and operations. Most recently,
(02:51):
Matt served as Chief revenue Officer for Intellcare, where he
led fifteen x growth across all commercial functions and helped
the company achieve Unicorn evaluation status. He managed the creation
and engagement of a nation excuse me, nationwide network of
millions of caregivers servicing eighty five percent of the accessible
long term care market. At care Connect, Matt focuses on positioning,
(03:13):
positioning the company as the go to platform for caregivers
and home care agencies, with a deep emphasis on AI
and machine learning to improve outcomes for caregivers and enhance
workforce engagement. Matt's professional goal is to be a respected, successful,
high integrity executive leader who sets and exceeds goals and
(03:33):
expectations while adding shareholder value.
Speaker 1 (03:36):
He achieves this by.
Speaker 3 (03:37):
Enabling others around him to do the same through management
training and active coaching. His ultimate aimage to build successful
companies with double digit revenue growth and winning teams. Matt
has trained in leadership and organizational growth and holds both
the BS in Business Administration and an MBA from Western
New England University, where he serves as Chairman of the
Board for the College of Business and as an adjunct
(03:58):
graduate professor. When not focused on business, Matt's dedicated to
being the best father and husband he can be and
suring his kids have every opportunity to chase their dreams.
He's also an active, active and avid cyclist, hiker and
Dave Matthews band devotee. Matt Welcome to Winning Business.
Speaker 4 (04:15):
Rail other Dave Matthew's been sneaking there.
Speaker 3 (04:17):
So absolutely absolutely Actually let's start with that. How'd you
become a Dave Matthews fan?
Speaker 4 (04:24):
Yeah, it's a funny story. These two posters, one there
that's blurred out one back there. Yeah, so a lot
of us.
Speaker 5 (04:31):
You're lost when you're a teenager, right.
Speaker 4 (04:34):
This was September third, nineteen ninety four, and a friend
of mine, I used to go to the music store
called Strawberries from a town called Field Sure, and I
knew the guy behind the counter. We were good buddies
because I spent whatever money I could steal from my
mother's purse.
Speaker 1 (04:53):
And she knows now, she does.
Speaker 5 (04:55):
And he handed me these two tickets. He said, you're
always in here.
Speaker 4 (04:58):
This is the tickets of a horrid festival, which was
Blues Traveler and a bunch of great bands. It's called
Saratoga Performing Arts Center. And I went with a friend
of mine and went all the way out there. I
smelled and saw a bunch of things I had never
smelled and seen before. As it's like a fourteen year
old kid. I think I was there fifteen or whatever.
I forget what it is. And yeah, Dave Matthews played
(05:20):
at three h five in the afternoon or three fifteen
in the afternoon. He was like a nobody, and I
literally was just walked into the venue, walked over this
famous bridge and it's this beautiful venue in the pines,
and like there weren't seats, Like he just walked right
down into the shed because you know, Blues traveler whoever.
Speaker 5 (05:39):
The main event wasn't on until hours later.
Speaker 4 (05:41):
And I sat down and said, who the hell is
this guy with pajama pants? And is this band? And
I just sat down. I could tell you the seat
I sat in. I can just tell you. I sat
down and I was like, wow. You know, just think
about that point in the nineties. You know, it was
an It was an odd thing for a ghostly white
(06:03):
guy to have a band full of people that are
a different color and a different background of him. And
you had a vital South Africa saxophone, and you have
this drummer who is like crazy, and you had the
violinists just like swinging his dreads.
Speaker 5 (06:15):
And like you're like, what the hell is this?
Speaker 4 (06:19):
And yeah, I just kind of fell in love with it,
and in many ways saved my life. You know, because
you're as a teenager, you're trying to find your way.
You can make a lot of bad decisions. And you know,
I don't drink it onto drugs. They don't gamble, So
I guess my worst habit is I spend money on concerts, and.
Speaker 1 (06:37):
So that's been a long time. How many concerts I
think you know the number.
Speaker 4 (06:40):
It's over two hundred and fifty, but it's like one
hundred and fifty with the full band, but then there's
him and his guitarist, and then festivals I don't count,
so a lot.
Speaker 5 (06:49):
And now the coolest part is my daughter's into it now, so.
Speaker 1 (06:52):
Uh shaw a post. Yeah, I go with my.
Speaker 5 (06:54):
Daughter and now she's a little bit of a groupie.
Speaker 4 (06:56):
The guy who plays the keyboards always looks at her
because he's right in front, and she gets setless and
gloves and sticks a whole bunch of cool stuff.
Speaker 1 (07:04):
They never happened.
Speaker 4 (07:05):
Yeah, it's fun to adopt it.
Speaker 3 (07:08):
Yeah, well, thank you for being here. Tell us about
your actually get to Stephanie the second. Tell us about
Hayley and aj your two kids.
Speaker 5 (07:17):
Yeah, you know, I just walked out of I'm freezing
right now.
Speaker 4 (07:21):
So if you see the flea shirt for those watching,
I just got out of a hockey riding. My daughter
had our first varsity hockey game, so that was a
lot of fun. She's a freshman, so you know, playing
varsity hockey as a freshman is she played great, didn't
make any mistakes. Perhaps it was a little tight because
she can want to make any mistakes, but played really well.
Team played well, gets a really good team. And yeah,
(07:44):
she's at her Slane Academy. And then aj is at
he's a junior at Sabarian Brothers High School Division.
Speaker 1 (07:51):
We can say state champion.
Speaker 4 (07:54):
I'm going to say state champion Xaverian Brothers High School
football football. He plays across track and cross country. But
he was one of those guys in the freezing cold
with a white shirt on screaming for Zavarian a couple
of weeks back. So it's just such a great school.
You know, both are great schools because their brother's sister
school of one a gent But you know, it's it's
(08:16):
good to see your kids be able to. It's good
to be able to, you know, provide that for your
kids so that they can go out and live their dreams.
So it's exciting.
Speaker 1 (08:25):
Absolutely. And tell us about the lovely Stephanie.
Speaker 4 (08:27):
Yeah, I think she's downstairs somewhere taking care of our
new dog.
Speaker 1 (08:32):
Yeah.
Speaker 4 (08:32):
Stephan and I've been together twenty nine years. You know, truthfully,
she's been struggling with a lot of health challenges the
past couple of years.
Speaker 5 (08:39):
And I probably shouldn't be saying this in the podcast.
She'd be mad at me.
Speaker 4 (08:41):
But you know, teaches you a lot about perseverance and
teaches you a lot about you know, what's important in
life short but yeah, you know, I think, like a
lot of folks, I would I would say, like, be
careful what you put in your body. So I think
what happened with COVID had some adverse effects with a
lot of people, and she's one of them. So but yeah,
(09:05):
just living day by day, trying to help her get
healthy and trying to raise our kids.
Speaker 5 (09:10):
And it's always a tripman, it's a journey.
Speaker 3 (09:14):
Yeah, my wife has long COVID for sure. It's kind
of respiratory not respiratory vascular thing that affects breathing. But yeah,
all good aside from that. So you grew up in
Western Mass. Tell us what it was like to grow
up in Western Mass.
Speaker 1 (09:29):
Yeah.
Speaker 4 (09:30):
I grew up in the plates where things like plastic
and electricity, modern electricity and night skiing were born and
Moby Dick was written. I'm a little proud of where
I'm from, like most people are from there a town
called Pittsfield, mass and the border of New York and Massachusetts. Yes,
Moby Dick was written there. Yes, night skiing was invented
there because Jack Welsh wanted his executives to be productive,
(09:50):
so he gave free lights to the ski mountain in town.
I did not know that, so that the executives would
ski at night and not take days off. True story.
Speaker 1 (10:00):
That's cool.
Speaker 4 (10:00):
Yeah, Pittsfield is well known for being at one point,
I think number three and number four on places that
Russia was going to send a nuclear weapon because they
made a guidance chips for nuclear bombs during the Cold War.
So General Electric was big there. It's a cool place
to grow up because you have this you're kind of
vibrant business community surrounding Electric, but you also had this
(10:23):
like really gritty, you know, kind of blue collar town.
But at the same time, the arts is really big
in the Berkshire's and you know, you have Tanglewood that
it's the next town over. So I don't know, I'm
a little biased, but I couldn't have asked for a
better place to grow up than the Berkshires of western
mass They still own a house out there, and I'll
tell most people that's that's actually my home. This may
(10:45):
be my home in eastern Massachusetts, but you know that's
that's really where the majority of my friends are and
my home is. So I love it out there. Couldn't
couldn't that serve a better place to be?
Speaker 3 (10:56):
And for a large part of the audience that's not
in Massachusetts.
Speaker 1 (10:59):
Pittsfield.
Speaker 3 (11:00):
It was about two hours from Boston, so it's due
west and it's you know, Massachusetts is probably bigger than
It's still a smaller state, but it's bigger than I
think others give credit too. So all right, so you
are clearly a business guy. How'd you get involved or
interested rather not involved? Interested in business?
Speaker 5 (11:17):
Yeah, that's a good question.
Speaker 4 (11:19):
You know, my dad was an accounting teacher at Pittsfield
High School and he also ran a back He was
a treasurer of a credit union and was a banker
before that, so you know, I think he bestowed this,
you know kind of you know, deep understanding of business
into all of us in money management, and I was
probably the worst of that. It's funny now that I
(11:39):
managed these large budgets. What goes through comes around, and
my dad is laughing at me from his grave.
Speaker 1 (11:44):
That's funny, but yeah, you know, I just believe it
or not.
Speaker 4 (11:49):
It was going to be a lawyer for a while.
I was going to do the three plus three program
at Western England University.
Speaker 5 (11:55):
When Bill Clinton was president, he was funding people.
Speaker 4 (11:58):
To get a lot of degree under the National Labor
Relations Sport. So I was going to be a lawyer
for a while. As you know, I'm pretty good at
winning an argument, but I wanted to be on the
business side of law, like really understanding how to craft
deals and how, you know, I'll bring people together. And
that was leaning towards that side of law anyways, and
(12:19):
then you know, a little thing called the Balance Budget
Amendment happened in nineteen ninety. I'm going to date myself,
so I'm going to stop talking, and they kind of
cut funding for that program. So I just stayed in
the business school. And I was really pumped up about
a couple of things. I say pumped up and most
people don't want to get pumped up about this, but
probability and statistics I really enjoyed. I had a teacher
(12:41):
called Nancy Pelosi. She was awesome. Another great teacher name
is Peter Hasse who passed away years back at Western
Downgland University and he taught a class called Performance Team
Leadership where he came in gave us goals and he said,
all right, I'll see you at the end of the semester.
Speaker 5 (12:58):
I'm in my office every day.
Speaker 4 (13:01):
Put us into teams and made us figure it out,
gave us a thesis, gave us a why. It made
us figure it out. And I think that's really where
I kind of fell in love with business, because you
know me well enough, we've known each other on was
twenty years now.
Speaker 5 (13:16):
That I really like to be told what to do.
Speaker 4 (13:20):
And what I thought was really awesome about that that.
Speaker 5 (13:24):
Setup is we had to form a team quickly.
Speaker 4 (13:26):
We had to find out what our strengths and weaknesses
work quickly because we all came from different backgrounds. We
had to figure out what the thesis of the project
was and how to be successful, and then more importantly,
how to use him right. He was trying to teach
us like he use me as much as you want.
We used him a ton. We got an a other
people who just screwed around the rest of the semester
and then handed in a paper at the bit and
(13:47):
didn't do well, so you realize that, like, you know,
really good leadership isn't about micromanagement, but it's also not
about you know, just putting your finger in your head
and telling you you did it wrong. And he really
provided this nurturing, yet you know, kind of entrepreneurial environment
to operate in, and then you're kind of understanding the
statistics side of it was awesome too, because you then
(14:10):
learn how to make decisions based on the subjective and
the objective. It those two classes.
Speaker 5 (14:14):
Together really made me love business.
Speaker 4 (14:17):
And then I worked at a place called Investors Bank
and Trust, the typical interim place to work when you
get out of college, a finance you know, a company,
met some great friends, realized that the last thing that
I wanted to do was work in finance because it's
so slow. And actually I had a friend of the
family who said, you should be a sales guy. He's like,
(14:37):
you have a way of, you know, working on the
technical side of things and have a way of listening
to people and figure out how to pull those together.
And I really kind of sound like what's his name
from office Space when he says I'm the people person.
But you know, I kind of I saw that, and
then I got into technical sales, which is when I
met you when I was at passed and that was
a Unicorn exit in two thousand and seven. And I
(15:00):
say that I've been really kind of chasing those one
billion my first one, my first startup was a billion
dollar exit, and I've kind of been chasing that ever since.
But it's been a fun ride going along the way.
Speaker 3 (15:10):
Well, we'll get back to telecare shortly, or get to
and telecare shortly. Last question before the break is what
made you choose I know you're really involved and we'll
get to that too, But Western R England University.
Speaker 1 (15:22):
What made you choose that school?
Speaker 4 (15:24):
Yeah, Initially was going to try to go to a
school to play lacrosse, and that was one of the schools.
Speaker 5 (15:29):
It was on my list. And you know, then I was,
like most.
Speaker 4 (15:31):
People, leaning towards some big university or something like that,
probably ego.
Speaker 5 (15:36):
Then I realized that big university was just going to
swallow me up.
Speaker 4 (15:38):
And spit me out. I came from a small called
Saint Joseph Central High School in pitts Uel, Mass Multi
generational McGuinty to go to that school, my aunt's my uncles,
my dad is, siblings, you know, the whole nine yards.
It was a very last McGinty to graduate from there,
and then it closed down a few years ago, which
is pretty.
Speaker 1 (15:56):
Sad, but yeah, you know, I.
Speaker 4 (15:58):
Had seventy eight people in my graduating class, so I just,
you know, I was committed to go to a larger
school and to try to play lacrosse. And I was like,
wait a minute, this is going to gobble me up.
So kind of the university spoke to me. My brothers
are thirteen and fourteen years old than me. They were
out here in the Boston area and I'm from Pittsfield,
and Springfield's kind of the perfect middle ground and beautiful campus, similar,
(16:22):
bigger size, obviously class but certainly classes were comparable. And
just kind of fell in love with the whole environment.
And I was still going to play lacrosse. And then
I hurt my name my very last game of my
high school career and ended up trying to recover and
just never did. Decided why not enjoy school and I
know this the podcast suppression and maybe drink a little
(16:43):
beer and have some fun. And I probably took a
little bit too much of that, but I wouldn't change it.
Ended up getting two degrees from their master's degree as well.
And anybody who's thinking about a university ACSB accredited, same
thing as Bentley, Baps and Bryant and really getting you know,
you're getting scrappy that type of university. It's just it's
(17:04):
a beautiful place and the people there are just the best.
They care and I think that's that's what I love
it about the most.
Speaker 1 (17:10):
That's great to hear. All Right, we're going to take
our first break, everybody.
Speaker 3 (17:13):
We'll be back in just about one minute with Matt
McGuinty of care Connect.
Speaker 2 (17:21):
You're listening to Winning Business Radio with Kevin Helenet on
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Speaker 3 (18:30):
All right, we're back with Matt McGuinty, CEO of care Connect. Matt,
you got your your MBA pretty early. What was behind
that decision?
Speaker 4 (18:41):
Competitiveness and mine. Don't want to give too much of
coaching to folks because again unsolicited advice. But you know
we are having this conversation. Sure, probably in hindsight, would
wait a little bit longer. That would be my advice
to people who are on the younger side considering it,
particularly since I think since I was in school, which
is a long time ago now it's now, it's become
(19:03):
more of a checkbox. Like when I was in school,
it wasn't a checkbox. So I did it to push myself.
To be honest with you, I got through college without
having to work very hard. It kind of came easy
to me. Again, I'm a school like Saint Joseph. It
really got me ready, and I think I was an
underachiever in high school. But by the time I got
to college, I was like, wow, like this is easy
compared to high school.
Speaker 5 (19:24):
And I again I wanted to have to balance.
Speaker 4 (19:26):
I did a lot of things on campus. I was
like it ran the peer advising program and orientation group
leader and like all the funny acronyms you can come
up for what you have on a college campus was me.
So I really enjoyed like the being part of the campus,
you know. So, you know, when I did my MBA,
I think somebody said something to me about, you know,
(19:50):
I was the only person. My middle brother gave up
on his MBA a couple like a class or too short.
Then somebody made a smart ass comment to be honest
with you about me and doing something like that, and
I was like, you know what, I'm going to go
get my MBA and I'm going to ace it. And
that's what I did. I got my MBA and I
used it for a little self competition. And and then
(20:10):
I tell you, when you're you know, getting started in
business and working full time, and I was traveling all
over the world actually Norway and a bunch of plays
to a company called fast I worked at. You know,
it teaches it a lot about discipline and discipline is freedom.
JOCKO Willing if anybody's read that book, ownership, Discipline is freedom.
(20:31):
And I think that's really where I first learned in
college as an orientation group leader for Ted Zern, Dean
Zern who worked at Western New England, and he was
just he had a level that was here in terms
of expectations and being exceptional and not being perfectly being
exceptional and really our work and it planted is s
e to me that. Then when I got my MBA,
(20:52):
You're like, wow, you know, discipline is freedom. If I
can get my brain working faster and be more effective
and efficient, that actually gives more me more freedom to
do the things I love to do. So for that purpose,
I wouldn't change a thing. But I did it there
because the true story the dean I was going to
go to Bentley, and the dean found out I was
going to go to Bentley and he called me and said,
you're not going to Bentley, You're going here.
Speaker 5 (21:14):
He was a good friend of mine. And I was like, no,
I'm not.
Speaker 4 (21:16):
I'm going, you know, going to Eventley or Bets. And
he's like, may You're not you're coming here. We have
this new hybrid program where it was online and it
was in the class. This is way back one wells ago,
and he's like, I want you to try it and
give me feedback. And so it was great because, you know,
it was something new and it was different. And by
the way, it taught me a lot about how to
work remotely because I had eighty people in thirty two
(21:38):
countries reporting to me at that time, so like that
was normal for me to work in that environment. So
I helped you with that. But what you missed was
the all the networking you get when you're in person.
So like it was, it was an interesting experience for me.
I would probably wait if I was most people. You
know kind of the how you can then apply it more.
I've applied it later, definitely accounting and finance and those things.
(22:00):
As you applied right away probability statistics, but you're kind
of the network. I think my advice to people is
think about what you want of it, right, Like, if
you want the network, if you want that, then you know,
kind of pick that environment if you want to build
that foundation that you feel like you're missing. You know,
maybe I didn't pay enough attention to accounting class, which
I think my best man and roommate is listening to
(22:22):
this at some point and he would tell me, and
I didn't. Then you know, it's good for those types
of things, So I don't know it was. I wouldn't
change a thing because I wouldn't be where I am
today without that and not one of those people that
looks back and tries to change the past because you can.
But you know, it's it's interesting. I would definitely tell
kids that are just trying to do it because they
(22:43):
think that's what you have to do to check yourself
before you wreck yourself. And that's a rep quote there,
because you're going to be then doing it for the
wrong reason and you're not going to get the right
things out of it.
Speaker 5 (22:54):
So don't do it unless you want to.
Speaker 4 (22:56):
Either build a network or build those foundational things that
you think are going to help you get there.
Speaker 5 (23:00):
But just having an NBA doesn't get you anything.
Speaker 4 (23:03):
There's plenty of people that I read resumes for or
they put comment NBA after things, and they're doing it
to have the comment NBA. They're not doing it.
Speaker 5 (23:12):
I never never talk about it.
Speaker 4 (23:13):
As a matter of fact. I think you're the first
time I've really been asked about it and talk about
it ever. So you know, for me, I did it
for me. I didn't do it for somebody else to
see me.
Speaker 1 (23:25):
Let me put that.
Speaker 3 (23:26):
Great answer, all right, I want to take you through
a few of your roles here, just not the company
or you know, like Fast, but you were global director
Technical Sales Operations, and I just want people to know,
what did you learn from that three four years you
were there.
Speaker 1 (23:42):
I mean that's a big question.
Speaker 4 (23:44):
No, it's it defined me, to be honest, like it
defined me, and in particular a number of mistakes I've
made since then I'm really aware of. Yeah, I think
the thing I learned the most was start it really are.
Speaker 1 (24:02):
But also I always said no.
Speaker 5 (24:05):
No, definitely not for the faint of heart, but you know,
in a tech sales role.
Speaker 4 (24:09):
So I'll give you one specific answer, and I think
it ties to our relationship quite a bit. I remember
the first time we met. A friend of mine invited
me in one of your seminars and said you got
to check this out, and I was like, sure, you know,
I'm in, And you know I was probably your most
difficult person in the room, and I'm understating.
Speaker 5 (24:26):
That when I say that, and I remember what you
said to me.
Speaker 4 (24:28):
You said, you said, can you just do me.
Speaker 5 (24:31):
One favor because you're probably sick of me at that point?
Speaker 4 (24:33):
And I said sure. He said, the next time somebody
asked you a question on your next call, just say
that's a great question. Why do you ask?
Speaker 3 (24:40):
Uh?
Speaker 4 (24:40):
And I was like, yeah, sure. So I lead your seminar,
you know, free pizza or whatever. And I go back
to my office just a couple of miles down the road,
and I get on this call and it's a big
book publisher. I won't say who they were. And we
were very late in this deal, and it was pretty large,
you know, it was a multimillion dollar deal and we were.
Speaker 5 (24:55):
At the very end of it.
Speaker 4 (24:57):
And at that time in enterprise search, we were definitely
afraid of siecurity questions because enterprise search they didn't have
the best security, so you could basically scan everybody's laptop
and expose stuff that's on it, and that was scary
to people. And it was so early on in that tech.
So they asked me a question. Now, mind you, they
were going to be on a public website, but they
asked me a question. They said, Matt, tell me about
(25:18):
your security standards, and I literally think I swept through
my shirt instantly, and I said, shoot to myself in
my head, and I said, well, that's a great question.
Why do you ask? I waited and I was like
starting to come up with my answers and like, oh
my god. And he said, I'm just curious. I don't
(25:41):
really need to know the answer. On a public website,
security doesn't matter. And I was like, I probably would
have spent the next twelve weeks proving our security standards
and going through jumping through hoops. So I think that moment,
that role taught me that customers don't always It's okay
to manage the customer. It's okay to be inquisitive and
(26:04):
try to understand the context behind their question. It's not
important to just always answer the question, particularly without knowing
the context. So I think that goal I thought my
job was as a sales engineer tech problem tech solution tech,
problem tech solution tech, and that your confidence in being
able to answer those that completeness in your ability to
answer those was the measure of whether they would do
(26:26):
business with you. I think I learned that that was
total bs and that ultimately where success really came from
was curiosity. So you know, I think that's the thing
that role taught me. And then starting as a manager,
bringing of my former employees that are listening to this,
that were my employees at fast, I'm so sorry. It
was such a you know, like I was driving so hard,
(26:49):
so so much perfection, so much everything that you kind
of learn over time, and I have a couple of
other life events like almost dying a year and a
half ago or whatever that was that you're kind of like,
wait a minute, like there's there's other ways to go
about doing this. So I think curiosity and then you know,
how to be a better manager, you know, not just
(27:09):
trying to drive results all the time, but there's humans
on the other side of that and how to do
a better job. And that I reflect back at that
and think, man, how is it beat man?
Speaker 1 (27:18):
Sure?
Speaker 4 (27:18):
So, yeah, I think those are the things I take
out of it.
Speaker 3 (27:22):
We all grow, all right. And then you were an entrepreneur.
You have an opportunity to buy into a franchise, had
a pretty good run. What was your key takeaway from
that experience? And then we'll go to commercial.
Speaker 4 (27:33):
Yeah, extreme ownership right when concept didn't exist at that
point from Joco Willing, the book didn't exist.
Speaker 1 (27:39):
But you know when you're.
Speaker 4 (27:41):
And you know this is you know, ironic when I
say extreme ownership about owning a business, but you know
you have to do everything. So I think it teaches
you about marketing, It teaches you about sales, it teaches
you about customer success, it teaches you about networking in
the whole nine yards. And until you own a business
and have a new mortgage and have a new baby,
you don't really understand, like and I'm sorry if that
(28:01):
offends somebody. That's not meant to be offensive because everybody
has their own life experiences. I think when you have
to your output literally in that day is taking a
spoon and putting it in your new baby's mouth, and
it is putting it in bache account.
Speaker 5 (28:14):
I think it taught me a lot about extreme ownership.
Speaker 4 (28:18):
And look there we went from the last to some
of the top two or three, and of course my
beat me on a regular basis, and now's trying to
knock them off the pedestal.
Speaker 5 (28:26):
But you know, again, but that was about the team.
Speaker 4 (28:29):
We built an incredible team and people that still have
worked with me since then that aren't from fitness, like
Jim who has come to me, other come with me
up their stage, and I think that's where I really
started to learn about building those relationships and the team. Now,
the team ultimately is what delivers success because you can't
be everywhere right. You've got to teach them how to
(28:51):
have their own extreme ownership within their role so that
when when something goes wrong, we all look at each
other and say, like you, no, no, no, it wasn't you.
I could have picked that up. I could have done that. No, no,
it wasn't you. I think we created that culture and
that's the first time I really saw it, and it
reminded me of like sports when I was a kid,
what that feels like being on a high performance sea.
Speaker 3 (29:09):
Love it good answer. All right, we're going to take
our second break. We'll be back in just about one
minute with Matt McGuinty.
Speaker 2 (29:18):
You're listening to Winning Business Radio with Kevin Helene on
W four CY Radio. That's W four cy dot com.
Don't go away. More helpful information is coming right up
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(29:40):
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Speaker 2 (30:08):
And now back to Winning Business Radio with Kevin Helene
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (30:27):
All right, we're back with Matt McGuinty, CEO of care Connect,
and Mada'm going to read off some titles. I know
you know your titles, just for the for the audience.
VP of Sales, Strategy and Customer Success, then COO, than
Interim VP Sales, then Chief Revenue Officer, then Senior VP
Global Sales and account Management, and then Chief Revenue Officer
(30:49):
once again at intellycare Less. Pause there, second time at
Reaching a really landmark of unicorn. Talk about you know
how you got there, that what I took out of
your bio and what people heard you led fifteen x
growth across all commercial functions help the company achieve unicorn status.
Speaker 1 (31:10):
So tell the audience what is unicorn status?
Speaker 4 (31:12):
Yeah, unicorn status is when the company reaches evaluation greater
than a billion dollars. I think that's when the market
values at that. I want to be very careful though.
I think people throw that termo around a lot unless
you somehow seller convert that value for the shareholders.
Speaker 5 (31:29):
Billion dollars is only good as the piece of paper
it's written on.
Speaker 4 (31:33):
So I'm pretty try to be humble when I talk
about that because I hear people talk about, you know,
building unicorns and those types of things that I think,
you know, unless you create a billion dollars of value
on the other end, it did certainly for a while,
but kind of maintaining that and expanding that that's it's
a hard thing to do. And it's a verb, it's
(31:54):
not a noun, so you know that's important. But yeah,
it was a a fun ride again, all about the
team all at the end of the day.
Speaker 3 (32:04):
A man all right, let's see one more question before
we get the care connector will spend the rest of
the time on care connect. You're a big believer in
training and coaching, and I'm not looking for this is
not directed to me. So if the you know, the
audience knows me pretty well, those that know us together
know that you've brought me into Now I checked it.
It's almost twenty years seven. This is the seventh company
(32:26):
that you brought me to. I'm very appreciateive, but that's
I'm not going for that. I'm simply saying, you're a
big believer in training, development, mentoring. Why should other leaders
truly and meaningfully invest in their team and leaders.
Speaker 4 (32:42):
Yeah, it's a great question because nothing else really matters, right,
And people canvey me about that, and I'm open to
the debate. But you know, we spend more time with
our teams at work than we spend with families, right,
And if you don't want to go to war with
those folks, to be in the trenches with them every day,
(33:03):
maybe war is a strong word, but if you don't
want to, you know, go to the office and whether
it's remote or in person, and want to be arm
in arm with somebody and build something right, like that's
what's so important about it? So you know, I think
I personally, I think there's I ask a famous question
of everybody in an interview, and anybody who's listened to this,
(33:23):
who has worked for me will know I have asked
the question, and I've kept a spreadsheet of every single
person I've ever interviewed. It's thousands now and then still
I add this tality to the bottom, and I've kept
it since two thousand and four.
Speaker 5 (33:38):
I think it's like Office ninety seven or something like that,
or a version that.
Speaker 4 (33:45):
I asked one question, which is do you like to
win or do you hate to lose? And there really
isn't a wrong answer, it's how you answer the question,
because you know, at the end of the day, we
all like to win. The question is are you willing
to do the sacrifices for the team to get to
the outcome? And to me, those are usually people I
hate to lose, So I'd say I hate to lose.
(34:06):
And if you hate to lose, you realize that we're
always in this constant state of learning. You're always in
a constant state of learning. You can't be teaching yourself
you have to get outside feedback. You know, I just
went through you know, a couple of years ago, pretty
intense executive coaching, great woman named Tammy Jersey, another person
(34:26):
that changed in of all my life, and a lot
of things were going on. You're coming off of COVID,
you know, I had an injury that almost had me
die of substance. You know, like all those things happen
at the same time, and it really helps you reflect.
Speaker 5 (34:40):
So part of it is timing of when you do
these things too.
Speaker 4 (34:42):
And I think being an athlete, I'm just never a
good one. But being an athlete and hating to lose
and always wanting to get better. Now, what I've realized
is you've got to be really disciplined about building a
culture that does that. And if you don't have a
culture of people that want to get better, you have
a culture of a whole bunch of people who want
(35:04):
paths in the back. And by the way, there's nothing
wrong with that. There's a lot of companies like that
out there, and they're great companies. They're just not mine.
I want to be very clear, I need to get better.
I expect my team to tell me how I need
to get better. I seek outside input about how to
get better on a daily basis.
Speaker 5 (35:21):
I asked that they do, and they all do on
their own.
Speaker 4 (35:24):
Not because I hust them, right, because that's what they want, Like, Hey,
how can I do this better? This call better? This?
What's your feedback? I just went through a meeting this morning.
It was like, hey, we put this together, we know
it's not perfect. What's your feedback? And it's like, this
is exactly what I wanted. And you have a bunch
of people that say that, and they more important, They
don't just say that, they live like they literally come
in wanted to sponge it up and evolve because like
(35:46):
only life is compound interests. There's a great book called
The Compound Effect. If you haven't read it, everybody should
read it.
Speaker 1 (35:52):
It's right here, Darren Harry.
Speaker 4 (35:54):
Right now is life is about getting one percent better
every day. And if you get one one percent better
every day, the compound interest on that we're thousands percent
better in certain time periods. Right, Because it's the compound
interest in building on top of each other and not
see athletes when I hire them. When I say athletes,
you don't necessarily have to be a sports athlete although
I think they get this concept out of the gate
(36:15):
better than many people. But business athletes that are really
inquisitive about getting evolving and getting better because business doesn't
stay still. No company we've looked at Amazon is no
longer a book company. You know, bart People doesn't even
exist anymore. Really it does. But you know what I'm saying,
like malls don't exist where you go shopping, you know,
(36:36):
they don't exist.
Speaker 5 (36:37):
Everything is evolving and you can either be a part.
Speaker 1 (36:40):
Of the evolution or you can That's totally right.
Speaker 4 (36:43):
You left to behind. You got to be learning constantly
and evolving and trying things and failing, not being afraid.
Speaker 5 (36:48):
To and just you know, kind of keeping them all
ball moving forward.
Speaker 3 (36:53):
Great, all right, just talk about care Connect. You described
the go to platform for caregivers and home care agencies
with the deep emphasis on AI and machine learning to
improve outcomes for caregivers and enhanced workforce engagement. Tell us
more about care Connect.
Speaker 5 (37:09):
Yeah, I got to stop letting my marketing team do these.
Speaker 1 (37:11):
Answer that was off the website.
Speaker 4 (37:14):
By the way they do, they do a great job
at simple level, Like nobody gets into anything in.
Speaker 5 (37:22):
Post acute healthcare unless you really care right.
Speaker 4 (37:24):
So I think first of all to say what care
connect is a lot of people care. And what I
mean by that is, you know, my dad passed away
to nursing home. Before that, you know, home care, my
mom was his caregiver as well. Nobody gets into this
part of health care unless you care about it. So
you know, I'd say that's the first part about care
connect is everybody cares. But the other problem is there's
(37:46):
a lot of turnover in this space because a lot
of folks just get burned out. I mean, dealing with
the elderly or individuals or disabilities. It's really hard, right,
And that problem is ballooning. This is huge balloon that
just keeps getting bigger and bigger, and we're not kind
of making any progress of this at all. If you
(38:07):
look at the rate of disengagement in home care and
home health, it's up to eighty percent. It means eighty
percent in a year, people who join that profession or
within it or in it in the beginning of the
year are churned by the end of the year. Just
imagine your college professor is going back to college per second.
Speaker 5 (38:23):
Eighty percent of them churned every year. Let's look at the.
Speaker 4 (38:26):
NFL, right, which is certainly a performance based business. Imagine
eighty percent of every NFL team look completely different the
next year, right, Like, Now that's what it's like in
healthcare and home care.
Speaker 1 (38:40):
Yeah, that's hard to succeed.
Speaker 4 (38:41):
Yeah, And at the end of the day, we're using
AI and machine learning and you know, tech platforms in
order to help people solve problems with recruiting, retention, and engagement.
So how do we use software and services to help
them find caregivers? And then how do we have the
right tools to show them work in a way that
work is the mirage of the desert that they're chasing after,
(39:02):
not you know kind of compliance. I think in healthcare
there's so much compliance. We all feel right while we're
do a doctory's office. Unfortunately, how I beat up my body?
I'm in an orthopedis office. I feel like every week.
Speaker 5 (39:13):
And every time you have to though out a form, right.
Speaker 4 (39:15):
You have to sign a hip a form, You've got
to write this off, you got to write the space
is full of compliance. Right.
Speaker 5 (39:21):
The nurses, imagine being a nurse or an AID or
a CNA.
Speaker 4 (39:24):
Or whatever your goal is, if you're feeling it as
a patient, imagine how they're feeling it with every patient
they deal with.
Speaker 5 (39:30):
Right, So compliance is so hard, and that's.
Speaker 4 (39:32):
What exists, and there's this kind of antiquated way of
looking at things where it's like we have to keep
doing it the way we always did it because that's
what works. But that clearly isn't what works eighty percent
turn and it's really right for technology where the supply
is not growing at a rate that exponentially matches that
of the demand. Right, So after COVID, I think none
(39:56):
of us watch TV and thought, let me send my
parents are loved one to a nursing home. And by
the way, no disrespect because I still work in that
space and they are just the most selfless people. They
are absolutely did an awful job to that industry.
Speaker 5 (40:11):
So basically government and they're good intent.
Speaker 4 (40:14):
And then I will make any political statements basically said,
you know, like people should agent home and we're going
to set the whole system up so people will age
at home that it was already not keeping up. And
there's just no tech in that world. They're limited tech
in that world. You know, our our co founders, Great
Guides came out of a company called Sanata you know,
good friends of mine, great leaders, brought me into help
(40:37):
with this, So I'm really carrying on a vision that
they started. And you know, this concept around we have
to make it easier to get people working. We have
to remove all these redundancies. Why why should you have
to go take the same you know tests, go work
at three places when you've already taken it. It's it's
so you wonder why Medicare and Medicaid are out of control.
(40:58):
It's like that that same care as to take the
same three tests, and our tax dollars are paying for that.
Speaker 5 (41:03):
It's wildly inefficient. So we're solving problems around that.
Speaker 4 (41:06):
With compliance, getting them working with hiring tools like Apple
contracting systems, and then automating the scheduling process.
Speaker 5 (41:12):
Think about an uber within a homecare agency.
Speaker 4 (41:15):
You can very very use, very quickly used the tech
to manage or match the best caregiver with the right
aid or aids to meet that care plan. And then
how do you complete that circle by you know, making
compliance to them doing their job more integrated into their work,
not somebody putting their finger in their head or taking
(41:35):
away money or you know, beating them with a stick.
And five thousand emails and calls. They haven't done your training,
you haven't done this.
Speaker 5 (41:41):
So you know, we're trying to bring software.
Speaker 4 (41:43):
And services to market to help this industry, which is
largely neglected. But the government is like, go there. But
the market isn't fully developed yet, and we see this
as an opportunity for us to get back and help.
Speaker 3 (41:56):
So we're providing services to the agency side of the
big Those are the ones that employ those caregivers. Describe
a this is maybe a little unfair, but just for
the audience, is describe a typical home care agency.
Speaker 1 (42:12):
Yeah.
Speaker 5 (42:12):
I mean we work with a lot of very large
agencies in New York.
Speaker 4 (42:16):
They will feel like big business in many ways where
they have all these different departments and groups. Most of
them know across the country are mom and pops. The
folks were either a nurse or they were an aid.
At one point they got great care from a nurse
or an aid for their loved one, and they were like, Hey,
I know these nurses and aids. I'm going to start
an agency. And they signed up and they did all
their courses, they did everything they needed to do, and
(42:38):
they get reimbursed by Medicare and Medicaid depending on if
it's own health, which is home health is more skilled
that nurses, PTOT and then the unskilled side is somebody
to stick with mom and dad, blood pressure checks and
basic things like that, and the side that's more home care.
Most of them are these folks that just did it
because they cared. They don't have software tools, they don't
(42:59):
perhaps have all the experience on the business side of it.
They don't know how to do billing, they don't know
how to get reimbursement from the government for these types
of things and how to go about doing that. So
you know, that is ripe for technology to come in
and say, like you don't have to hire five people demand.
Speaker 5 (43:14):
The phones to get a caregiver to go somewhere.
Speaker 4 (43:16):
And I mean, this is you know, technology that's in
our hands and we use every single day already.
Speaker 5 (43:22):
Does let's let us give you that.
Speaker 4 (43:24):
Because the healthcare system now is really set up around
having the same person.
Speaker 5 (43:29):
I think what I've kind of learned since the Intellcare day,
so Intellcare is a tech enabled agency.
Speaker 4 (43:35):
They're about getting the caregiver in the right place the
right time, And it was more I don't want to
say transactional because there was a lot of care in
what the folks in Tellcare did at all those aids
that they did. But I think you know kind of
what happened in post COVID was the government looked at
things and said, hey, we want the same caregiver providing
care because we find hospitalization is lower when the patient sees.
Speaker 5 (43:56):
The same person and talkable with them and everything else.
Speaker 4 (43:59):
So that's why it's nice about care Connects is we
work with those agencies to give them those tools so
essentially build their nation engine to allow people to come
in out rather than having to seek some outside an
additional outside agency to help them do that, which adds
more layers. In a market where your margins are single digits,
(44:19):
there's just not enough dollars to split. So you can
get them the tech and get it in their hands.
They don't have to split those dollars. They can then
spend the time not making phone calls and texts, but
spend the time helping with the care plans, helping the
patient have a better experience and help the caregiver have
a better experience, rather than mundane scheduling tasks or hiring tasks,
and things.
Speaker 1 (44:40):
Like that, and who are those caregivers?
Speaker 5 (44:42):
Yeah, they're on skilled caregivers.
Speaker 4 (44:44):
So the folks like if you've seen somebody sit down
and you know, spend some time, if they get a
care plan, it's happened to all of us, where sit
down and come in and check on your mom or
dads see or anybody see how they're doing some basic
medical things. I some oayer lift like that. They're the
equivalent of a CNA that you would you would see
in a nursing home. Is where skilled caregiver is. But
(45:06):
what people forget is because you're trying to keep the
healthcare costs down, they're trying to use the skill level
that is required of the unskilled caregiver, and the skilled
skill level required by a skilled caregiver has just gone up.
So just think about I don't want to date you, Kevin.
I know how you are all the old ian A
(45:27):
nurse does probably one hundred times more than a nurse
did than we were kid, right, And you know a
physician's assistant didn't exist when we were growing up, Like
you saw the doctor and he was in your town
and one to your sporting events sometimes, like totally different
world than exists now where a lot more is being
(45:49):
required going down the skill level to try to keep
the costs down because these baby boomers are growing at
a rate that is faster than the tax base is
allowing to do. I don't want to say the so
the taxpace has definitely grown a lot. Our efficiency of
how to use that has a there's a lot of
people pulling on those dollars. So you know, this is
(46:11):
the right time to help these unskilled caregivers become skilled,
keep them in the industry so that they want to
become nurses. So right now, a lot of these unskilled
caregivers tend to be immigrants, They tend to be, you know,
people that aren't sure they want to work in healthcare
and they're testing the waters.
Speaker 5 (46:28):
We should give them all the more reason to stay.
Speaker 4 (46:31):
And want to evolve in that market, rather than choose
things like an unskilled caregiver could potentially make more being
a greater at Walmart.
Speaker 5 (46:40):
That's problem we have to fix. Right This has to
be a profession.
Speaker 4 (46:44):
That you can grow and want to become a nurser,
want to you know, or be able to find enough
work as a caregiver because you're fulfilled by that, not
have to choose to leave the industry because that is
just creating this this revolving door problem.
Speaker 3 (46:57):
And tell us about consumer directed care caregiver choice.
Speaker 5 (47:02):
Yeah, yeah, so well there's two things there. So caregiver choice,
there's there's something called the consumer directed business in New York.
Speaker 4 (47:09):
So I don't want to confuse people. That is where
it's called CDPAP business where the consumer is basically, but.
Speaker 1 (47:16):
It's an interesting trend.
Speaker 4 (47:17):
Yeah, very interesting trend. It's actually kind of evolving in
the state of New York where it's moving back towards
the license agency to create more accountability because during COVID,
unfortunately a lot of people use these government programs and
defrauded them. Billions of dollars have been arauded by folks.
We're final.
Speaker 5 (47:35):
Right on that side is caregiver.
Speaker 4 (47:37):
Choice though, is an automated scheduling platform. So think about
a new Uber and left where the caregiver is basically
saying here's how I want to build my schedule. And
the Uber equivalent I will give you is, if you've
ever been in an Uber, ask them if you're their
first or the last ride of the day. What Uber
is doing is stitching together these rides and this radius
that the driver wants to do, right, and it's learning
(48:00):
what the driver likes to do and what time the
driver is going to end their day and usually the
ride that they pick up, you know, Uber knows that's
the ride to get back to their house. Right, So
there's this kind of circle use to essentially do or
zigzag you do to get back to your house. And
Uber that's what caregiver choice is. So we're allowing the
caregivers to speak up and say, here, let me build
my own schedule until the agency when I want to work,
(48:21):
because I'll tell you there's nothing in it would cross
post acute care, whether it's home care hold out or
even long term care where telecare works. These caregivers really
care and they really really pulls in their heart strings
when they get a phone call saying, come on, missus,
Smith really needs you to work at it.
Speaker 5 (48:38):
You may have already worked twelve.
Speaker 4 (48:39):
Hours and you're like another two hours, fourteen hours, right,
And they'll end up doing it because they care. But
what ultimately happens is they're burning out and eventually just
say I can't do this anymore. I can't always be
an emergency or you can't always be pulling on the
heart strings because we all have to have balance in
our life. Right, I'm probably the biggest hypocrite in the
world talking about having balance my life. You know, we
(49:02):
all have to have that. So I think that's the problem,
and caregiver choice really solves that. Let the caregiver's voice
be heard of when, where, how they want to work,
so that you're not sending them a million texts, boll calls.
Speaker 5 (49:12):
And emails saying can you work?
Speaker 4 (49:13):
Can you work? Can you work? Because what happens is
humans will always go back to the human that they
trust and give them the work where the machine will
learn their habits. And what I like to tell people
is what they look at, isn't it as important as
what they don't. A caregiver who doesn't want to work
has never looked at a weekend visit.
Speaker 5 (49:32):
Clearly doesn't want to work at weekend.
Speaker 4 (49:34):
So stop eating on them and asking to work a weekend.
And what we hear all the time is, well, they
filled out their hiring form and said they'll work weekends.
Speaker 5 (49:41):
Yeah, but they were looking for a job. They may
be embellished their.
Speaker 4 (49:47):
Desire to work a weekend a little bit, right, So Instead,
we notice the people that are looking at weekend visits
verst the ones that won't, and we kind of really
cohort those groups and really use the AI to show
them visits. But maybe the person that wants a Tuesday
night we can go or with those groups. So you
have much smarter scheduling that then you leave the human
care coordinator to deal with those really hard to match
(50:08):
cases rather than a lot of volume. You're not having
a lot of quality. You let your humans for the
interaction work on the quality rather than the than the volume,
so you don't have this again ballooning problem with the market.
Speaker 3 (50:22):
That's a good explanation, all right, believe it or not.
Last question, Wow, I know it goes fast. Who in
the listening and viewing audience audiences gives me sort of
reach out to you?
Speaker 4 (50:32):
And why? Yeah? First of all, I believe my at
one point I was being At many points in my life,
I've had this indiscretion. So I won't just say at
one point where you know, maybe I didn't have the
right focus on people the way I should. I tend
to go fast. I tend to be type A. You know,
I make this mistake a lot and have to check myself.
(50:53):
And the one book that checked myself is a book
called The Giving Tree, Right, so I think my brother
put that in front of me when I was a
teenager and as a guide post to how to live
your life. And look, I fail at a lot of things,
but when somebody calls me and asks me for help,
I don't think you'll ever hear me say no. So
I'd say, first of all, if you want to know
(51:15):
all the mistakes I made, call me, because the list
is way longer than any ridiculous titles that I've had
that are meetingless unless you have people around you that
want to be around you at the end. And I'm
really blessed to care connect that I have a whole
group of people that I've worked at many different stops
that just represent this team of selfless people that have
a desire to learn and just put the customer and
(51:37):
each other at the center. And I really mean that.
I'm just so freaking excited about this team and how
selfless they are and how awesome they are. I'm just
really humbled to be able to come to work every
day and serve them as their servant leader. Right, So
people want to know all the mistakes I made, or
want to push me on them and tell me on
all the mistakes I made. Send me a note madic
(51:59):
Care connect mobile. You know, people want to understand the
startup world and you know kind of the good, the bad,
and the ugly associated with that. You know, I'm happy
to listen to those folks. People Again, I'm on the
board of my university and I'm still an adjunct professor.
Speaker 5 (52:14):
I don't have time to teach right this moment, but you.
Speaker 4 (52:16):
Know, people want to kind of understand those decision points
and the good, the bad, and the ugly of you know,
how I made a decision around those things, or what
the options are out there. And certainly, you know, folks
that are in the homecare industry, we certainly would love
to talk to them. You know. You know me, I'm
not a big push salesperson, but you know, there's there's
(52:37):
a lot of homecare agencies out there that are small,
medium large that need help around trying to solve this
problem the eighty percent.
Speaker 5 (52:44):
Un I had somebody say to me once, oh, ours.
Speaker 4 (52:47):
Is in depth, and I was like, what time is
that they were like, or where it's a business that hard?
Speaker 5 (52:53):
And I said, you know, we're three minutes over.
Speaker 1 (52:58):
Yeah, we got to go. We got to go, so listen.
He's Matt McGinty. Sorry, oh, CEO.
Speaker 3 (53:04):
Of keer Kanec. We gott to spend another hour on this.
This is great. I'm sorry we didn't have more time.
Reach out if you feel like you want to share
something or you might need their help. This is a
show about business and business challenges. If you've got concerns
about the growth of your company, feel free to reach
out to me. You can find me at Kevin at
Winning Business Radio. Do join us next Monday, December thirtieth.
(53:26):
My guest is going to be Eliza Josette, inventor of
the Spherehead pillow, the founder of Sphearhead Spearhead LLC. Until then,
thanks for joining. This is Kevin helenon.
Speaker 2 (53:38):
You've been listening to Winning Business Radio with your host,
Kevin Helena. If you missed any part of this episode.
The podcast is available on Top four Podcasting and iHeartRadio.
For more information and questions, go to the Winning Business
Radio dot com or check us out on social media.
Tune in again next week and every Monday at four
pm Eastern Time to listen live to Winning Business Radio
(54:01):
on W four CY Radio, W four c y dot com.
Until then, let's succeed where others have failed and win
in business with Kevin Helenan and Winning Business Radio
No liability explicitor implies shall be extended to W four
c Y Radio or it's employees are affiliates. Any questions
or comments should be directed to those show hosts. Thank
you for choosing W four CY Radio.
Speaker 2 (00:18):
Churchill said, those who failed to learn from history are
condemned to repeat it. Kevin helen N believes that certainly
applies to business. Welcome to Winning Business Radio here at
W four CY Radio. That's W four cy dot com
and now your host, Kevin Helenn.
Speaker 3 (00:41):
Thanks everybody for joining in today on this busy holiday week.
I'm Kevin Halenan and welcome back to Winning Business TV
and Radio on W four cy dot com. We're streaming
live on talk for tv dot com in addition to Facebook,
and that's at Winning Business Radio. And of course we're
available after the live show and podcast form pretty much
(01:01):
wherever you listen to your podcasts, YouTube by Heart, Radio, Spotify, Apple.
The list goes on. The mission of this show, as
regular listeners and viewers know, is to offer insights and
advice to help people avoid the mistakes of others right
to learn best practices. Those are the how tos, the
what tos, the what not tos, to be challenged and
hopefully to be inspired by the successes of others. Who
(01:24):
are those others? Those are consultants, coaches, advisors, authors, founders
and owners, leaders, entrepreneurs, people with expertise. But you know,
virtually every successful person I've ever had a chance to
talk to has had some form of failure in their
lives and careers. I say it every week. While we
all have to get our knee skin once in a while,
I'm driven to keep those scrapes from needing major surgery.
(01:45):
Let's endeavor to learn from history so we don't repeat it.
I've spent the better part of my career equipping businesses
to growth. That's from solopreneurs to small and medium sized
companies all the way up to the Fortune fifty. And
I've seen those companies win and to varying degrees. I've
seen some fail and fed the opportunity to rub elbows
with some of the highest performing people around, and some
with probably some who probably should have found other jobs.
(02:08):
In my own businesses, I've had lots of success, but
some failures too, So I like to think I've learned
a lot from those experiences. Oh yeah, you'll hear from
me but we really want you to hear from others,
and that other today is Matt McGinty. He's the CEO
of care Connect. Care connect is an AI powered workforce
optimization platform for home healthcare organizations, and he was a
(02:29):
guest of the show back in April of twenty twenty two,
so this is a welcome back. Here's his bio. Matt
McGuinty is the CEO of care Connect, where he drives
the company's vision, strategy, growth and expansion. With over twenty
years of cross industry SaaS that's software as a service experience,
he's led sales, marketing, product development, and operations. Most recently,
(02:51):
Matt served as Chief revenue Officer for Intellcare, where he
led fifteen x growth across all commercial functions and helped
the company achieve Unicorn evaluation status. He managed the creation
and engagement of a nation excuse me, nationwide network of
millions of caregivers servicing eighty five percent of the accessible
long term care market. At care Connect, Matt focuses on positioning,
(03:13):
positioning the company as the go to platform for caregivers
and home care agencies, with a deep emphasis on AI
and machine learning to improve outcomes for caregivers and enhance
workforce engagement. Matt's professional goal is to be a respected, successful,
high integrity executive leader who sets and exceeds goals and
(03:33):
expectations while adding shareholder value.
Speaker 1 (03:36):
He achieves this by.
Speaker 3 (03:37):
Enabling others around him to do the same through management
training and active coaching. His ultimate aimage to build successful
companies with double digit revenue growth and winning teams. Matt
has trained in leadership and organizational growth and holds both
the BS in Business Administration and an MBA from Western
New England University, where he serves as Chairman of the
Board for the College of Business and as an adjunct
(03:58):
graduate professor. When not focused on business, Matt's dedicated to
being the best father and husband he can be and
suring his kids have every opportunity to chase their dreams.
He's also an active, active and avid cyclist, hiker and
Dave Matthews band devotee. Matt Welcome to Winning Business.
Speaker 4 (04:15):
Rail other Dave Matthew's been sneaking there.
Speaker 3 (04:17):
So absolutely absolutely Actually let's start with that. How'd you
become a Dave Matthews fan?
Speaker 4 (04:24):
Yeah, it's a funny story. These two posters, one there
that's blurred out one back there. Yeah, so a lot
of us.
Speaker 5 (04:31):
You're lost when you're a teenager, right.
Speaker 4 (04:34):
This was September third, nineteen ninety four, and a friend
of mine, I used to go to the music store
called Strawberries from a town called Field Sure, and I
knew the guy behind the counter. We were good buddies
because I spent whatever money I could steal from my
mother's purse.
Speaker 1 (04:53):
And she knows now, she does.
Speaker 5 (04:55):
And he handed me these two tickets. He said, you're
always in here.
Speaker 4 (04:58):
This is the tickets of a horrid festival, which was
Blues Traveler and a bunch of great bands. It's called
Saratoga Performing Arts Center. And I went with a friend
of mine and went all the way out there. I
smelled and saw a bunch of things I had never
smelled and seen before. As it's like a fourteen year
old kid. I think I was there fifteen or whatever.
I forget what it is. And yeah, Dave Matthews played
(05:20):
at three h five in the afternoon or three fifteen
in the afternoon. He was like a nobody, and I
literally was just walked into the venue, walked over this
famous bridge and it's this beautiful venue in the pines,
and like there weren't seats, Like he just walked right
down into the shed because you know, Blues traveler whoever.
Speaker 5 (05:39):
The main event wasn't on until hours later.
Speaker 4 (05:41):
And I sat down and said, who the hell is
this guy with pajama pants? And is this band? And
I just sat down. I could tell you the seat
I sat in. I can just tell you. I sat
down and I was like, wow. You know, just think
about that point in the nineties. You know, it was
an It was an odd thing for a ghostly white
(06:03):
guy to have a band full of people that are
a different color and a different background of him. And
you had a vital South Africa saxophone, and you have
this drummer who is like crazy, and you had the
violinists just like swinging his dreads.
Speaker 5 (06:15):
And like you're like, what the hell is this?
Speaker 4 (06:19):
And yeah, I just kind of fell in love with it,
and in many ways saved my life. You know, because
you're as a teenager, you're trying to find your way.
You can make a lot of bad decisions. And you know,
I don't drink it onto drugs. They don't gamble, So
I guess my worst habit is I spend money on concerts, and.
Speaker 1 (06:37):
So that's been a long time. How many concerts I
think you know the number.
Speaker 4 (06:40):
It's over two hundred and fifty, but it's like one
hundred and fifty with the full band, but then there's
him and his guitarist, and then festivals I don't count,
so a lot.
Speaker 5 (06:49):
And now the coolest part is my daughter's into it now, so.
Speaker 1 (06:52):
Uh shaw a post. Yeah, I go with my.
Speaker 5 (06:54):
Daughter and now she's a little bit of a groupie.
Speaker 4 (06:56):
The guy who plays the keyboards always looks at her
because he's right in front, and she gets setless and
gloves and sticks a whole bunch of cool stuff.
Speaker 1 (07:04):
They never happened.
Speaker 4 (07:05):
Yeah, it's fun to adopt it.
Speaker 3 (07:08):
Yeah, well, thank you for being here. Tell us about
your actually get to Stephanie the second. Tell us about
Hayley and aj your two kids.
Speaker 5 (07:17):
Yeah, you know, I just walked out of I'm freezing
right now.
Speaker 4 (07:21):
So if you see the flea shirt for those watching,
I just got out of a hockey riding. My daughter
had our first varsity hockey game, so that was a
lot of fun. She's a freshman, so you know, playing
varsity hockey as a freshman is she played great, didn't
make any mistakes. Perhaps it was a little tight because
she can want to make any mistakes, but played really well.
Team played well, gets a really good team. And yeah,
(07:44):
she's at her Slane Academy. And then aj is at
he's a junior at Sabarian Brothers High School Division.
Speaker 1 (07:51):
We can say state champion.
Speaker 4 (07:54):
I'm going to say state champion Xaverian Brothers High School
football football. He plays across track and cross country. But
he was one of those guys in the freezing cold
with a white shirt on screaming for Zavarian a couple
of weeks back. So it's just such a great school.
You know, both are great schools because their brother's sister
school of one a gent But you know, it's it's
(08:16):
good to see your kids be able to. It's good
to be able to, you know, provide that for your
kids so that they can go out and live their dreams.
So it's exciting.
Speaker 1 (08:25):
Absolutely. And tell us about the lovely Stephanie.
Speaker 4 (08:27):
Yeah, I think she's downstairs somewhere taking care of our
new dog.
Speaker 1 (08:32):
Yeah.
Speaker 4 (08:32):
Stephan and I've been together twenty nine years. You know, truthfully,
she's been struggling with a lot of health challenges the
past couple of years.
Speaker 5 (08:39):
And I probably shouldn't be saying this in the podcast.
She'd be mad at me.
Speaker 4 (08:41):
But you know, teaches you a lot about perseverance and
teaches you a lot about you know, what's important in
life short but yeah, you know, I think, like a
lot of folks, I would I would say, like, be
careful what you put in your body. So I think
what happened with COVID had some adverse effects with a
lot of people, and she's one of them. So but yeah,
(09:05):
just living day by day, trying to help her get
healthy and trying to raise our kids.
Speaker 5 (09:10):
And it's always a tripman, it's a journey.
Speaker 3 (09:14):
Yeah, my wife has long COVID for sure. It's kind
of respiratory not respiratory vascular thing that affects breathing. But yeah,
all good aside from that. So you grew up in
Western Mass. Tell us what it was like to grow
up in Western Mass.
Speaker 1 (09:29):
Yeah.
Speaker 4 (09:30):
I grew up in the plates where things like plastic
and electricity, modern electricity and night skiing were born and
Moby Dick was written. I'm a little proud of where
I'm from, like most people are from there a town
called Pittsfield, mass and the border of New York and Massachusetts. Yes,
Moby Dick was written there. Yes, night skiing was invented
there because Jack Welsh wanted his executives to be productive,
(09:50):
so he gave free lights to the ski mountain in town.
I did not know that, so that the executives would
ski at night and not take days off. True story.
Speaker 1 (10:00):
That's cool.
Speaker 4 (10:00):
Yeah, Pittsfield is well known for being at one point,
I think number three and number four on places that
Russia was going to send a nuclear weapon because they
made a guidance chips for nuclear bombs during the Cold War.
So General Electric was big there. It's a cool place
to grow up because you have this you're kind of
vibrant business community surrounding Electric, but you also had this
(10:23):
like really gritty, you know, kind of blue collar town.
But at the same time, the arts is really big
in the Berkshire's and you know, you have Tanglewood that
it's the next town over. So I don't know, I'm
a little biased, but I couldn't have asked for a
better place to grow up than the Berkshires of western
mass They still own a house out there, and I'll
tell most people that's that's actually my home. This may
(10:45):
be my home in eastern Massachusetts, but you know that's
that's really where the majority of my friends are and
my home is. So I love it out there. Couldn't
couldn't that serve a better place to be?
Speaker 3 (10:56):
And for a large part of the audience that's not
in Massachusetts.
Speaker 1 (10:59):
Pittsfield.
Speaker 3 (11:00):
It was about two hours from Boston, so it's due
west and it's you know, Massachusetts is probably bigger than
It's still a smaller state, but it's bigger than I
think others give credit too. So all right, so you
are clearly a business guy. How'd you get involved or
interested rather not involved? Interested in business?
Speaker 5 (11:17):
Yeah, that's a good question.
Speaker 4 (11:19):
You know, my dad was an accounting teacher at Pittsfield
High School and he also ran a back He was
a treasurer of a credit union and was a banker
before that, so you know, I think he bestowed this,
you know kind of you know, deep understanding of business
into all of us in money management, and I was
probably the worst of that. It's funny now that I
(11:39):
managed these large budgets. What goes through comes around, and
my dad is laughing at me from his grave.
Speaker 1 (11:44):
That's funny, but yeah, you know, I just believe it
or not.
Speaker 4 (11:49):
It was going to be a lawyer for a while.
I was going to do the three plus three program
at Western England University.
Speaker 5 (11:55):
When Bill Clinton was president, he was funding people.
Speaker 4 (11:58):
To get a lot of degree under the National Labor
Relations Sport. So I was going to be a lawyer
for a while. As you know, I'm pretty good at
winning an argument, but I wanted to be on the
business side of law, like really understanding how to craft
deals and how, you know, I'll bring people together. And
that was leaning towards that side of law anyways, and
(12:19):
then you know, a little thing called the Balance Budget
Amendment happened in nineteen ninety. I'm going to date myself,
so I'm going to stop talking, and they kind of
cut funding for that program. So I just stayed in
the business school. And I was really pumped up about
a couple of things. I say pumped up and most
people don't want to get pumped up about this, but
probability and statistics I really enjoyed. I had a teacher
(12:41):
called Nancy Pelosi. She was awesome. Another great teacher name
is Peter Hasse who passed away years back at Western
Downgland University and he taught a class called Performance Team
Leadership where he came in gave us goals and he said,
all right, I'll see you at the end of the semester.
Speaker 5 (12:58):
I'm in my office every day.
Speaker 4 (13:01):
Put us into teams and made us figure it out,
gave us a thesis, gave us a why. It made
us figure it out. And I think that's really where
I kind of fell in love with business, because you
know me well enough, we've known each other on was
twenty years now.
Speaker 5 (13:16):
That I really like to be told what to do.
Speaker 4 (13:20):
And what I thought was really awesome about that that.
Speaker 5 (13:24):
Setup is we had to form a team quickly.
Speaker 4 (13:26):
We had to find out what our strengths and weaknesses
work quickly because we all came from different backgrounds. We
had to figure out what the thesis of the project
was and how to be successful, and then more importantly,
how to use him right. He was trying to teach
us like he use me as much as you want.
We used him a ton. We got an a other
people who just screwed around the rest of the semester
and then handed in a paper at the bit and
(13:47):
didn't do well, so you realize that, like, you know,
really good leadership isn't about micromanagement, but it's also not
about you know, just putting your finger in your head
and telling you you did it wrong. And he really
provided this nurturing, yet you know, kind of entrepreneurial environment
to operate in, and then you're kind of understanding the
statistics side of it was awesome too, because you then
(14:10):
learn how to make decisions based on the subjective and
the objective. It those two classes.
Speaker 5 (14:14):
Together really made me love business.
Speaker 4 (14:17):
And then I worked at a place called Investors Bank
and Trust, the typical interim place to work when you
get out of college, a finance you know, a company,
met some great friends, realized that the last thing that
I wanted to do was work in finance because it's
so slow. And actually I had a friend of the
family who said, you should be a sales guy. He's like,
(14:37):
you have a way of, you know, working on the
technical side of things and have a way of listening
to people and figure out how to pull those together.
And I really kind of sound like what's his name
from office Space when he says I'm the people person.
But you know, I kind of I saw that, and
then I got into technical sales, which is when I
met you when I was at passed and that was
a Unicorn exit in two thousand and seven. And I
(15:00):
say that I've been really kind of chasing those one
billion my first one, my first startup was a billion
dollar exit, and I've kind of been chasing that ever since.
But it's been a fun ride going along the way.
Speaker 3 (15:10):
Well, we'll get back to telecare shortly, or get to
and telecare shortly. Last question before the break is what
made you choose I know you're really involved and we'll
get to that too, But Western R England University.
Speaker 1 (15:22):
What made you choose that school?
Speaker 4 (15:24):
Yeah, Initially was going to try to go to a
school to play lacrosse, and that was one of the schools.
Speaker 5 (15:29):
It was on my list. And you know, then I was,
like most.
Speaker 4 (15:31):
People, leaning towards some big university or something like that,
probably ego.
Speaker 5 (15:36):
Then I realized that big university was just going to
swallow me up.
Speaker 4 (15:38):
And spit me out. I came from a small called
Saint Joseph Central High School in pitts Uel, Mass Multi
generational McGuinty to go to that school, my aunt's my uncles,
my dad is, siblings, you know, the whole nine yards.
It was a very last McGinty to graduate from there,
and then it closed down a few years ago, which
is pretty.
Speaker 1 (15:56):
Sad, but yeah, you know, I.
Speaker 4 (15:58):
Had seventy eight people in my graduating class, so I just,
you know, I was committed to go to a larger
school and to try to play lacrosse. And I was like,
wait a minute, this is going to gobble me up.
So kind of the university spoke to me. My brothers
are thirteen and fourteen years old than me. They were
out here in the Boston area and I'm from Pittsfield,
and Springfield's kind of the perfect middle ground and beautiful campus, similar,
(16:22):
bigger size, obviously class but certainly classes were comparable. And
just kind of fell in love with the whole environment.
And I was still going to play lacrosse. And then
I hurt my name my very last game of my
high school career and ended up trying to recover and
just never did. Decided why not enjoy school and I
know this the podcast suppression and maybe drink a little
(16:43):
beer and have some fun. And I probably took a
little bit too much of that, but I wouldn't change it.
Ended up getting two degrees from their master's degree as well.
And anybody who's thinking about a university ACSB accredited, same
thing as Bentley, Baps and Bryant and really getting you know,
you're getting scrappy that type of university. It's just it's
(17:04):
a beautiful place and the people there are just the best.
They care and I think that's that's what I love
it about the most.
Speaker 1 (17:10):
That's great to hear. All Right, we're going to take
our first break, everybody.
Speaker 3 (17:13):
We'll be back in just about one minute with Matt
McGuinty of care Connect.
Speaker 2 (17:21):
You're listening to Winning Business Radio with Kevin Helenet on
W four CY Radio. That's W four cy dot com.
Don't go away. More helpful information is coming right up
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Speaker 6 (17:38):
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Speaker 2 (18:11):
And now back to Winning Business Radio with Kevin Helene,
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (18:30):
All right, we're back with Matt McGuinty, CEO of care Connect. Matt,
you got your your MBA pretty early. What was behind
that decision?
Speaker 4 (18:41):
Competitiveness and mine. Don't want to give too much of
coaching to folks because again unsolicited advice. But you know
we are having this conversation. Sure, probably in hindsight, would
wait a little bit longer. That would be my advice
to people who are on the younger side considering it,
particularly since I think since I was in school, which
is a long time ago now it's now, it's become
(19:03):
more of a checkbox. Like when I was in school,
it wasn't a checkbox. So I did it to push myself.
To be honest with you, I got through college without
having to work very hard. It kind of came easy
to me. Again, I'm a school like Saint Joseph. It
really got me ready, and I think I was an
underachiever in high school. But by the time I got
to college, I was like, wow, like this is easy
compared to high school.
Speaker 5 (19:24):
And I again I wanted to have to balance.
Speaker 4 (19:26):
I did a lot of things on campus. I was
like it ran the peer advising program and orientation group
leader and like all the funny acronyms you can come
up for what you have on a college campus was me.
So I really enjoyed like the being part of the campus,
you know. So, you know, when I did my MBA,
I think somebody said something to me about, you know,
(19:50):
I was the only person. My middle brother gave up
on his MBA a couple like a class or too short.
Then somebody made a smart ass comment to be honest
with you about me and doing something like that, and
I was like, you know what, I'm going to go
get my MBA and I'm going to ace it. And
that's what I did. I got my MBA and I
used it for a little self competition. And and then
(20:10):
I tell you, when you're you know, getting started in
business and working full time, and I was traveling all
over the world actually Norway and a bunch of plays
to a company called fast I worked at. You know,
it teaches it a lot about discipline and discipline is freedom.
JOCKO Willing if anybody's read that book, ownership, Discipline is freedom.
(20:31):
And I think that's really where I first learned in
college as an orientation group leader for Ted Zern, Dean
Zern who worked at Western New England, and he was
just he had a level that was here in terms
of expectations and being exceptional and not being perfectly being
exceptional and really our work and it planted is s
e to me that. Then when I got my MBA,
(20:52):
You're like, wow, you know, discipline is freedom. If I
can get my brain working faster and be more effective
and efficient, that actually gives more me more freedom to
do the things I love to do. So for that purpose,
I wouldn't change a thing. But I did it there
because the true story the dean I was going to
go to Bentley, and the dean found out I was
going to go to Bentley and he called me and said,
you're not going to Bentley, You're going here.
Speaker 5 (21:14):
He was a good friend of mine. And I was like, no,
I'm not.
Speaker 4 (21:16):
I'm going, you know, going to Eventley or Bets. And
he's like, may You're not you're coming here. We have
this new hybrid program where it was online and it
was in the class. This is way back one wells ago,
and he's like, I want you to try it and
give me feedback. And so it was great because, you know,
it was something new and it was different. And by
the way, it taught me a lot about how to
work remotely because I had eighty people in thirty two
(21:38):
countries reporting to me at that time, so like that
was normal for me to work in that environment. So
I helped you with that. But what you missed was
the all the networking you get when you're in person.
So like it was, it was an interesting experience for me.
I would probably wait if I was most people. You
know kind of the how you can then apply it more.
I've applied it later, definitely accounting and finance and those things.
(22:00):
As you applied right away probability statistics, but you're kind
of the network. I think my advice to people is
think about what you want of it, right, Like, if
you want the network, if you want that, then you know,
kind of pick that environment if you want to build
that foundation that you feel like you're missing. You know,
maybe I didn't pay enough attention to accounting class, which
I think my best man and roommate is listening to
(22:22):
this at some point and he would tell me, and
I didn't. Then you know, it's good for those types
of things, So I don't know it was. I wouldn't
change a thing because I wouldn't be where I am
today without that and not one of those people that
looks back and tries to change the past because you can.
But you know, it's it's interesting. I would definitely tell
kids that are just trying to do it because they
(22:43):
think that's what you have to do to check yourself
before you wreck yourself. And that's a rep quote there,
because you're going to be then doing it for the
wrong reason and you're not going to get the right
things out of it.
Speaker 5 (22:54):
So don't do it unless you want to.
Speaker 4 (22:56):
Either build a network or build those foundational things that
you think are going to help you get there.
Speaker 5 (23:00):
But just having an NBA doesn't get you anything.
Speaker 4 (23:03):
There's plenty of people that I read resumes for or
they put comment NBA after things, and they're doing it
to have the comment NBA. They're not doing it.
Speaker 5 (23:12):
I never never talk about it.
Speaker 4 (23:13):
As a matter of fact. I think you're the first
time I've really been asked about it and talk about
it ever. So you know, for me, I did it
for me. I didn't do it for somebody else to
see me.
Speaker 1 (23:25):
Let me put that.
Speaker 3 (23:26):
Great answer, all right, I want to take you through
a few of your roles here, just not the company
or you know, like Fast, but you were global director
Technical Sales Operations, and I just want people to know,
what did you learn from that three four years you
were there.
Speaker 1 (23:42):
I mean that's a big question.
Speaker 4 (23:44):
No, it's it defined me, to be honest, like it
defined me, and in particular a number of mistakes I've
made since then I'm really aware of. Yeah, I think
the thing I learned the most was start it really are.
Speaker 1 (24:02):
But also I always said no.
Speaker 5 (24:05):
No, definitely not for the faint of heart, but you know,
in a tech sales role.
Speaker 4 (24:09):
So I'll give you one specific answer, and I think
it ties to our relationship quite a bit. I remember
the first time we met. A friend of mine invited
me in one of your seminars and said you got
to check this out, and I was like, sure, you know,
I'm in, And you know I was probably your most
difficult person in the room, and I'm understating.
Speaker 5 (24:26):
That when I say that, and I remember what you
said to me.
Speaker 4 (24:28):
You said, you said, can you just do me.
Speaker 5 (24:31):
One favor because you're probably sick of me at that point?
Speaker 4 (24:33):
And I said sure. He said, the next time somebody
asked you a question on your next call, just say
that's a great question. Why do you ask?
Speaker 3 (24:40):
Uh?
Speaker 4 (24:40):
And I was like, yeah, sure. So I lead your seminar,
you know, free pizza or whatever. And I go back
to my office just a couple of miles down the road,
and I get on this call and it's a big
book publisher. I won't say who they were. And we
were very late in this deal, and it was pretty large,
you know, it was a multimillion dollar deal and we were.
Speaker 5 (24:55):
At the very end of it.
Speaker 4 (24:57):
And at that time in enterprise search, we were definitely
afraid of siecurity questions because enterprise search they didn't have
the best security, so you could basically scan everybody's laptop
and expose stuff that's on it, and that was scary
to people. And it was so early on in that tech.
So they asked me a question. Now, mind you, they
were going to be on a public website, but they
asked me a question. They said, Matt, tell me about
(25:18):
your security standards, and I literally think I swept through
my shirt instantly, and I said, shoot to myself in
my head, and I said, well, that's a great question.
Why do you ask? I waited and I was like
starting to come up with my answers and like, oh
my god. And he said, I'm just curious. I don't
(25:41):
really need to know the answer. On a public website,
security doesn't matter. And I was like, I probably would
have spent the next twelve weeks proving our security standards
and going through jumping through hoops. So I think that moment,
that role taught me that customers don't always It's okay
to manage the customer. It's okay to be inquisitive and
(26:04):
try to understand the context behind their question. It's not
important to just always answer the question, particularly without knowing
the context. So I think that goal I thought my
job was as a sales engineer tech problem tech solution tech,
problem tech solution tech, and that your confidence in being
able to answer those that completeness in your ability to
answer those was the measure of whether they would do
(26:26):
business with you. I think I learned that that was
total bs and that ultimately where success really came from
was curiosity. So you know, I think that's the thing
that role taught me. And then starting as a manager,
bringing of my former employees that are listening to this,
that were my employees at fast, I'm so sorry. It
was such a you know, like I was driving so hard,
(26:49):
so so much perfection, so much everything that you kind
of learn over time, and I have a couple of
other life events like almost dying a year and a
half ago or whatever that was that you're kind of like,
wait a minute, like there's there's other ways to go
about doing this. So I think curiosity and then you know,
how to be a better manager, you know, not just
(27:09):
trying to drive results all the time, but there's humans
on the other side of that and how to do
a better job. And that I reflect back at that
and think, man, how is it beat man?
Speaker 1 (27:18):
Sure?
Speaker 4 (27:18):
So, yeah, I think those are the things I take
out of it.
Speaker 3 (27:22):
We all grow, all right. And then you were an entrepreneur.
You have an opportunity to buy into a franchise, had
a pretty good run. What was your key takeaway from
that experience? And then we'll go to commercial.
Speaker 4 (27:33):
Yeah, extreme ownership right when concept didn't exist at that
point from Joco Willing, the book didn't exist.
Speaker 1 (27:39):
But you know when you're.
Speaker 4 (27:41):
And you know this is you know, ironic when I
say extreme ownership about owning a business, but you know
you have to do everything. So I think it teaches
you about marketing, It teaches you about sales, it teaches
you about customer success, it teaches you about networking in
the whole nine yards. And until you own a business
and have a new mortgage and have a new baby,
you don't really understand, like and I'm sorry if that
(28:01):
offends somebody. That's not meant to be offensive because everybody
has their own life experiences. I think when you have
to your output literally in that day is taking a
spoon and putting it in your new baby's mouth, and
it is putting it in bache account.
Speaker 5 (28:14):
I think it taught me a lot about extreme ownership.
Speaker 4 (28:18):
And look there we went from the last to some
of the top two or three, and of course my
beat me on a regular basis, and now's trying to
knock them off the pedestal.
Speaker 5 (28:26):
But you know, again, but that was about the team.
Speaker 4 (28:29):
We built an incredible team and people that still have
worked with me since then that aren't from fitness, like
Jim who has come to me, other come with me
up their stage, and I think that's where I really
started to learn about building those relationships and the team. Now,
the team ultimately is what delivers success because you can't
be everywhere right. You've got to teach them how to
(28:51):
have their own extreme ownership within their role so that
when when something goes wrong, we all look at each
other and say, like you, no, no, no, it wasn't you.
I could have picked that up. I could have done that. No, no,
it wasn't you. I think we created that culture and
that's the first time I really saw it, and it
reminded me of like sports when I was a kid,
what that feels like being on a high performance sea.
Speaker 3 (29:09):
Love it good answer. All right, we're going to take
our second break. We'll be back in just about one
minute with Matt McGuinty.
Speaker 2 (29:18):
You're listening to Winning Business Radio with Kevin Helene on
W four CY Radio. That's W four cy dot com.
Don't go away. More helpful information is coming right up
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(29:40):
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Speaker 2 (30:08):
And now back to Winning Business Radio with Kevin Helene
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (30:27):
All right, we're back with Matt McGuinty, CEO of care Connect,
and Mada'm going to read off some titles. I know
you know your titles, just for the for the audience.
VP of Sales, Strategy and Customer Success, then COO, than
Interim VP Sales, then Chief Revenue Officer, then Senior VP
Global Sales and account Management, and then Chief Revenue Officer
(30:49):
once again at intellycare Less. Pause there, second time at
Reaching a really landmark of unicorn. Talk about you know
how you got there, that what I took out of
your bio and what people heard you led fifteen x
growth across all commercial functions help the company achieve unicorn status.
Speaker 1 (31:10):
So tell the audience what is unicorn status?
Speaker 4 (31:12):
Yeah, unicorn status is when the company reaches evaluation greater
than a billion dollars. I think that's when the market
values at that. I want to be very careful though.
I think people throw that termo around a lot unless
you somehow seller convert that value for the shareholders.
Speaker 5 (31:29):
Billion dollars is only good as the piece of paper
it's written on.
Speaker 4 (31:33):
So I'm pretty try to be humble when I talk
about that because I hear people talk about, you know,
building unicorns and those types of things that I think,
you know, unless you create a billion dollars of value
on the other end, it did certainly for a while,
but kind of maintaining that and expanding that that's it's
a hard thing to do. And it's a verb, it's
(31:54):
not a noun, so you know that's important. But yeah,
it was a a fun ride again, all about the
team all at the end of the day.
Speaker 3 (32:04):
A man all right, let's see one more question before
we get the care connector will spend the rest of
the time on care connect. You're a big believer in
training and coaching, and I'm not looking for this is
not directed to me. So if the you know, the
audience knows me pretty well, those that know us together
know that you've brought me into Now I checked it.
It's almost twenty years seven. This is the seventh company
(32:26):
that you brought me to. I'm very appreciateive, but that's
I'm not going for that. I'm simply saying, you're a
big believer in training, development, mentoring. Why should other leaders
truly and meaningfully invest in their team and leaders.
Speaker 4 (32:42):
Yeah, it's a great question because nothing else really matters, right,
And people canvey me about that, and I'm open to
the debate. But you know, we spend more time with
our teams at work than we spend with families, right,
And if you don't want to go to war with
those folks, to be in the trenches with them every day,
(33:03):
maybe war is a strong word, but if you don't
want to, you know, go to the office and whether
it's remote or in person, and want to be arm
in arm with somebody and build something right, like that's
what's so important about it? So you know, I think
I personally, I think there's I ask a famous question
of everybody in an interview, and anybody who's listened to this,
(33:23):
who has worked for me will know I have asked
the question, and I've kept a spreadsheet of every single
person I've ever interviewed. It's thousands now and then still
I add this tality to the bottom, and I've kept
it since two thousand and four.
Speaker 5 (33:38):
I think it's like Office ninety seven or something like that,
or a version that.
Speaker 4 (33:45):
I asked one question, which is do you like to
win or do you hate to lose? And there really
isn't a wrong answer, it's how you answer the question,
because you know, at the end of the day, we
all like to win. The question is are you willing
to do the sacrifices for the team to get to
the outcome? And to me, those are usually people I
hate to lose, So I'd say I hate to lose.
(34:06):
And if you hate to lose, you realize that we're
always in this constant state of learning. You're always in
a constant state of learning. You can't be teaching yourself
you have to get outside feedback. You know, I just
went through you know, a couple of years ago, pretty
intense executive coaching, great woman named Tammy Jersey, another person
(34:26):
that changed in of all my life, and a lot
of things were going on. You're coming off of COVID,
you know, I had an injury that almost had me
die of substance. You know, like all those things happen
at the same time, and it really helps you reflect.
Speaker 5 (34:40):
So part of it is timing of when you do
these things too.
Speaker 4 (34:42):
And I think being an athlete, I'm just never a
good one. But being an athlete and hating to lose
and always wanting to get better. Now, what I've realized
is you've got to be really disciplined about building a
culture that does that. And if you don't have a
culture of people that want to get better, you have
a culture of a whole bunch of people who want
(35:04):
paths in the back. And by the way, there's nothing
wrong with that. There's a lot of companies like that
out there, and they're great companies. They're just not mine.
I want to be very clear, I need to get better.
I expect my team to tell me how I need
to get better. I seek outside input about how to
get better on a daily basis.
Speaker 5 (35:21):
I asked that they do, and they all do on
their own.
Speaker 4 (35:24):
Not because I hust them, right, because that's what they want, Like, Hey,
how can I do this better? This call better? This?
What's your feedback? I just went through a meeting this morning.
It was like, hey, we put this together, we know
it's not perfect. What's your feedback? And it's like, this
is exactly what I wanted. And you have a bunch
of people that say that, and they more important, They
don't just say that, they live like they literally come
in wanted to sponge it up and evolve because like
(35:46):
only life is compound interests. There's a great book called
The Compound Effect. If you haven't read it, everybody should
read it.
Speaker 1 (35:52):
It's right here, Darren Harry.
Speaker 4 (35:54):
Right now is life is about getting one percent better
every day. And if you get one one percent better
every day, the compound interest on that we're thousands percent
better in certain time periods. Right, Because it's the compound
interest in building on top of each other and not
see athletes when I hire them. When I say athletes,
you don't necessarily have to be a sports athlete although
I think they get this concept out of the gate
(36:15):
better than many people. But business athletes that are really
inquisitive about getting evolving and getting better because business doesn't
stay still. No company we've looked at Amazon is no
longer a book company. You know, bart People doesn't even
exist anymore. Really it does. But you know what I'm saying,
like malls don't exist where you go shopping, you know,
(36:36):
they don't exist.
Speaker 5 (36:37):
Everything is evolving and you can either be a part.
Speaker 1 (36:40):
Of the evolution or you can That's totally right.
Speaker 4 (36:43):
You left to behind. You got to be learning constantly
and evolving and trying things and failing, not being afraid.
Speaker 5 (36:48):
To and just you know, kind of keeping them all
ball moving forward.
Speaker 3 (36:53):
Great, all right, just talk about care Connect. You described
the go to platform for caregivers and home care agencies
with the deep emphasis on AI and machine learning to
improve outcomes for caregivers and enhanced workforce engagement. Tell us
more about care Connect.
Speaker 5 (37:09):
Yeah, I got to stop letting my marketing team do these.
Speaker 1 (37:11):
Answer that was off the website.
Speaker 4 (37:14):
By the way they do, they do a great job
at simple level, Like nobody gets into anything in.
Speaker 5 (37:22):
Post acute healthcare unless you really care right.
Speaker 4 (37:24):
So I think first of all to say what care
connect is a lot of people care. And what I
mean by that is, you know, my dad passed away
to nursing home. Before that, you know, home care, my
mom was his caregiver as well. Nobody gets into this
part of health care unless you care about it. So
you know, I'd say that's the first part about care
connect is everybody cares. But the other problem is there's
(37:46):
a lot of turnover in this space because a lot
of folks just get burned out. I mean, dealing with
the elderly or individuals or disabilities. It's really hard, right,
And that problem is ballooning. This is huge balloon that
just keeps getting bigger and bigger, and we're not kind
of making any progress of this at all. If you
(38:07):
look at the rate of disengagement in home care and
home health, it's up to eighty percent. It means eighty
percent in a year, people who join that profession or
within it or in it in the beginning of the
year are churned by the end of the year. Just
imagine your college professor is going back to college per second.
Speaker 5 (38:23):
Eighty percent of them churned every year. Let's look at the.
Speaker 4 (38:26):
NFL, right, which is certainly a performance based business. Imagine
eighty percent of every NFL team look completely different the
next year, right, Like, Now that's what it's like in
healthcare and home care.
Speaker 1 (38:40):
Yeah, that's hard to succeed.
Speaker 4 (38:41):
Yeah, And at the end of the day, we're using
AI and machine learning and you know, tech platforms in
order to help people solve problems with recruiting, retention, and engagement.
So how do we use software and services to help
them find caregivers? And then how do we have the
right tools to show them work in a way that
work is the mirage of the desert that they're chasing after,
(39:02):
not you know kind of compliance. I think in healthcare
there's so much compliance. We all feel right while we're
do a doctory's office. Unfortunately, how I beat up my body?
I'm in an orthopedis office. I feel like every week.
Speaker 5 (39:13):
And every time you have to though out a form, right.
Speaker 4 (39:15):
You have to sign a hip a form, You've got
to write this off, you got to write the space
is full of compliance. Right.
Speaker 5 (39:21):
The nurses, imagine being a nurse or an AID or
a CNA.
Speaker 4 (39:24):
Or whatever your goal is, if you're feeling it as
a patient, imagine how they're feeling it with every patient
they deal with.
Speaker 5 (39:30):
Right, So compliance is so hard, and that's.
Speaker 4 (39:32):
What exists, and there's this kind of antiquated way of
looking at things where it's like we have to keep
doing it the way we always did it because that's
what works. But that clearly isn't what works eighty percent
turn and it's really right for technology where the supply
is not growing at a rate that exponentially matches that
of the demand. Right, So after COVID, I think none
(39:56):
of us watch TV and thought, let me send my
parents are loved one to a nursing home. And by
the way, no disrespect because I still work in that
space and they are just the most selfless people. They
are absolutely did an awful job to that industry.
Speaker 5 (40:11):
So basically government and they're good intent.
Speaker 4 (40:14):
And then I will make any political statements basically said,
you know, like people should agent home and we're going
to set the whole system up so people will age
at home that it was already not keeping up. And
there's just no tech in that world. They're limited tech
in that world. You know, our our co founders, Great
Guides came out of a company called Sanata you know,
good friends of mine, great leaders, brought me into help
(40:37):
with this, So I'm really carrying on a vision that
they started. And you know, this concept around we have
to make it easier to get people working. We have
to remove all these redundancies. Why why should you have
to go take the same you know tests, go work
at three places when you've already taken it. It's it's
so you wonder why Medicare and Medicaid are out of control.
(40:58):
It's like that that same care as to take the
same three tests, and our tax dollars are paying for that.
Speaker 5 (41:03):
It's wildly inefficient. So we're solving problems around that.
Speaker 4 (41:06):
With compliance, getting them working with hiring tools like Apple
contracting systems, and then automating the scheduling process.
Speaker 5 (41:12):
Think about an uber within a homecare agency.
Speaker 4 (41:15):
You can very very use, very quickly used the tech
to manage or match the best caregiver with the right
aid or aids to meet that care plan. And then
how do you complete that circle by you know, making
compliance to them doing their job more integrated into their work,
not somebody putting their finger in their head or taking
(41:35):
away money or you know, beating them with a stick.
And five thousand emails and calls. They haven't done your training,
you haven't done this.
Speaker 5 (41:41):
So you know, we're trying to bring software.
Speaker 4 (41:43):
And services to market to help this industry, which is
largely neglected. But the government is like, go there. But
the market isn't fully developed yet, and we see this
as an opportunity for us to get back and help.
Speaker 3 (41:56):
So we're providing services to the agency side of the
big Those are the ones that employ those caregivers. Describe
a this is maybe a little unfair, but just for
the audience, is describe a typical home care agency.
Speaker 1 (42:12):
Yeah.
Speaker 5 (42:12):
I mean we work with a lot of very large
agencies in New York.
Speaker 4 (42:16):
They will feel like big business in many ways where
they have all these different departments and groups. Most of
them know across the country are mom and pops. The
folks were either a nurse or they were an aid.
At one point they got great care from a nurse
or an aid for their loved one, and they were like, Hey,
I know these nurses and aids. I'm going to start
an agency. And they signed up and they did all
their courses, they did everything they needed to do, and
(42:38):
they get reimbursed by Medicare and Medicaid depending on if
it's own health, which is home health is more skilled
that nurses, PTOT and then the unskilled side is somebody
to stick with mom and dad, blood pressure checks and
basic things like that, and the side that's more home care.
Most of them are these folks that just did it
because they cared. They don't have software tools, they don't
(42:59):
perhaps have all the experience on the business side of it.
They don't know how to do billing, they don't know
how to get reimbursement from the government for these types
of things and how to go about doing that. So
you know, that is ripe for technology to come in
and say, like you don't have to hire five people demand.
Speaker 5 (43:14):
The phones to get a caregiver to go somewhere.
Speaker 4 (43:16):
And I mean, this is you know, technology that's in
our hands and we use every single day already.
Speaker 5 (43:22):
Does let's let us give you that.
Speaker 4 (43:24):
Because the healthcare system now is really set up around
having the same person.
Speaker 5 (43:29):
I think what I've kind of learned since the Intellcare day,
so Intellcare is a tech enabled agency.
Speaker 4 (43:35):
They're about getting the caregiver in the right place the
right time, And it was more I don't want to
say transactional because there was a lot of care in
what the folks in Tellcare did at all those aids
that they did. But I think you know kind of
what happened in post COVID was the government looked at
things and said, hey, we want the same caregiver providing
care because we find hospitalization is lower when the patient sees.
Speaker 5 (43:56):
The same person and talkable with them and everything else.
Speaker 4 (43:59):
So that's why it's nice about care Connects is we
work with those agencies to give them those tools so
essentially build their nation engine to allow people to come
in out rather than having to seek some outside an
additional outside agency to help them do that, which adds
more layers. In a market where your margins are single digits,
(44:19):
there's just not enough dollars to split. So you can
get them the tech and get it in their hands.
They don't have to split those dollars. They can then
spend the time not making phone calls and texts, but
spend the time helping with the care plans, helping the
patient have a better experience and help the caregiver have
a better experience, rather than mundane scheduling tasks or hiring tasks,
and things.
Speaker 1 (44:40):
Like that, and who are those caregivers?
Speaker 5 (44:42):
Yeah, they're on skilled caregivers.
Speaker 4 (44:44):
So the folks like if you've seen somebody sit down
and you know, spend some time, if they get a
care plan, it's happened to all of us, where sit
down and come in and check on your mom or
dads see or anybody see how they're doing some basic
medical things. I some oayer lift like that. They're the
equivalent of a CNA that you would you would see
in a nursing home. Is where skilled caregiver is. But
(45:06):
what people forget is because you're trying to keep the
healthcare costs down, they're trying to use the skill level
that is required of the unskilled caregiver, and the skilled
skill level required by a skilled caregiver has just gone up.
So just think about I don't want to date you, Kevin.
I know how you are all the old ian A
(45:27):
nurse does probably one hundred times more than a nurse
did than we were kid, right, And you know a
physician's assistant didn't exist when we were growing up, Like
you saw the doctor and he was in your town
and one to your sporting events sometimes, like totally different
world than exists now where a lot more is being
(45:49):
required going down the skill level to try to keep
the costs down because these baby boomers are growing at
a rate that is faster than the tax base is
allowing to do. I don't want to say the so
the taxpace has definitely grown a lot. Our efficiency of
how to use that has a there's a lot of
people pulling on those dollars. So you know, this is
(46:11):
the right time to help these unskilled caregivers become skilled,
keep them in the industry so that they want to
become nurses. So right now, a lot of these unskilled
caregivers tend to be immigrants, They tend to be, you know,
people that aren't sure they want to work in healthcare
and they're testing the waters.
Speaker 5 (46:28):
We should give them all the more reason to stay.
Speaker 4 (46:31):
And want to evolve in that market, rather than choose
things like an unskilled caregiver could potentially make more being
a greater at Walmart.
Speaker 5 (46:40):
That's problem we have to fix. Right This has to
be a profession.
Speaker 4 (46:44):
That you can grow and want to become a nurser,
want to you know, or be able to find enough
work as a caregiver because you're fulfilled by that, not
have to choose to leave the industry because that is
just creating this this revolving door problem.
Speaker 3 (46:57):
And tell us about consumer directed care caregiver choice.
Speaker 5 (47:02):
Yeah, yeah, so well there's two things there. So caregiver choice,
there's there's something called the consumer directed business in New York.
Speaker 4 (47:09):
So I don't want to confuse people. That is where
it's called CDPAP business where the consumer is basically, but.
Speaker 1 (47:16):
It's an interesting trend.
Speaker 4 (47:17):
Yeah, very interesting trend. It's actually kind of evolving in
the state of New York where it's moving back towards
the license agency to create more accountability because during COVID,
unfortunately a lot of people use these government programs and
defrauded them. Billions of dollars have been arauded by folks.
We're final.
Speaker 5 (47:35):
Right on that side is caregiver.
Speaker 4 (47:37):
Choice though, is an automated scheduling platform. So think about
a new Uber and left where the caregiver is basically
saying here's how I want to build my schedule. And
the Uber equivalent I will give you is, if you've
ever been in an Uber, ask them if you're their
first or the last ride of the day. What Uber
is doing is stitching together these rides and this radius
that the driver wants to do, right, and it's learning
(48:00):
what the driver likes to do and what time the
driver is going to end their day and usually the
ride that they pick up, you know, Uber knows that's
the ride to get back to their house. Right, So
there's this kind of circle use to essentially do or
zigzag you do to get back to your house. And
Uber that's what caregiver choice is. So we're allowing the
caregivers to speak up and say, here, let me build
my own schedule until the agency when I want to work,
(48:21):
because I'll tell you there's nothing in it would cross
post acute care, whether it's home care hold out or
even long term care where telecare works. These caregivers really
care and they really really pulls in their heart strings
when they get a phone call saying, come on, missus,
Smith really needs you to work at it.
Speaker 5 (48:38):
You may have already worked twelve.
Speaker 4 (48:39):
Hours and you're like another two hours, fourteen hours, right,
And they'll end up doing it because they care. But
what ultimately happens is they're burning out and eventually just
say I can't do this anymore. I can't always be
an emergency or you can't always be pulling on the
heart strings because we all have to have balance in
our life. Right, I'm probably the biggest hypocrite in the
world talking about having balance my life. You know, we
(49:02):
all have to have that. So I think that's the problem,
and caregiver choice really solves that. Let the caregiver's voice
be heard of when, where, how they want to work,
so that you're not sending them a million texts, boll calls.
Speaker 5 (49:12):
And emails saying can you work?
Speaker 4 (49:13):
Can you work? Can you work? Because what happens is
humans will always go back to the human that they
trust and give them the work where the machine will
learn their habits. And what I like to tell people
is what they look at, isn't it as important as
what they don't. A caregiver who doesn't want to work
has never looked at a weekend visit.
Speaker 5 (49:32):
Clearly doesn't want to work at weekend.
Speaker 4 (49:34):
So stop eating on them and asking to work a weekend.
And what we hear all the time is, well, they
filled out their hiring form and said they'll work weekends.
Speaker 5 (49:41):
Yeah, but they were looking for a job. They may
be embellished their.
Speaker 4 (49:47):
Desire to work a weekend a little bit, right, So Instead,
we notice the people that are looking at weekend visits
verst the ones that won't, and we kind of really
cohort those groups and really use the AI to show
them visits. But maybe the person that wants a Tuesday
night we can go or with those groups. So you
have much smarter scheduling that then you leave the human
care coordinator to deal with those really hard to match
(50:08):
cases rather than a lot of volume. You're not having
a lot of quality. You let your humans for the
interaction work on the quality rather than the than the volume,
so you don't have this again ballooning problem with the market.
Speaker 3 (50:22):
That's a good explanation, all right, believe it or not.
Last question, Wow, I know it goes fast. Who in
the listening and viewing audience audiences gives me sort of
reach out to you?
Speaker 4 (50:32):
And why? Yeah? First of all, I believe my at
one point I was being At many points in my life,
I've had this indiscretion. So I won't just say at
one point where you know, maybe I didn't have the
right focus on people the way I should. I tend
to go fast. I tend to be type A. You know,
I make this mistake a lot and have to check myself.
(50:53):
And the one book that checked myself is a book
called The Giving Tree, Right, so I think my brother
put that in front of me when I was a
teenager and as a guide post to how to live
your life. And look, I fail at a lot of things,
but when somebody calls me and asks me for help,
I don't think you'll ever hear me say no. So
I'd say, first of all, if you want to know
(51:15):
all the mistakes I made, call me, because the list
is way longer than any ridiculous titles that I've had
that are meetingless unless you have people around you that
want to be around you at the end. And I'm
really blessed to care connect that I have a whole
group of people that I've worked at many different stops
that just represent this team of selfless people that have
a desire to learn and just put the customer and
(51:37):
each other at the center. And I really mean that.
I'm just so freaking excited about this team and how
selfless they are and how awesome they are. I'm just
really humbled to be able to come to work every
day and serve them as their servant leader. Right, So
people want to know all the mistakes I made, or
want to push me on them and tell me on
all the mistakes I made. Send me a note madic
(51:59):
Care connect mobile. You know, people want to understand the
startup world and you know kind of the good, the bad,
and the ugly associated with that. You know, I'm happy
to listen to those folks. People Again, I'm on the
board of my university and I'm still an adjunct professor.
Speaker 5 (52:14):
I don't have time to teach right this moment, but you.
Speaker 4 (52:16):
Know, people want to kind of understand those decision points
and the good, the bad, and the ugly of you know,
how I made a decision around those things, or what
the options are out there. And certainly, you know, folks
that are in the homecare industry, we certainly would love
to talk to them. You know. You know me, I'm
not a big push salesperson, but you know, there's there's
(52:37):
a lot of homecare agencies out there that are small,
medium large that need help around trying to solve this
problem the eighty percent.
Speaker 5 (52:44):
Un I had somebody say to me once, oh, ours.
Speaker 4 (52:47):
Is in depth, and I was like, what time is
that they were like, or where it's a business that hard?
Speaker 5 (52:53):
And I said, you know, we're three minutes over.
Speaker 1 (52:58):
Yeah, we got to go. We got to go, so listen.
He's Matt McGinty. Sorry, oh, CEO.
Speaker 3 (53:04):
Of keer Kanec. We gott to spend another hour on this.
This is great. I'm sorry we didn't have more time.
Reach out if you feel like you want to share
something or you might need their help. This is a
show about business and business challenges. If you've got concerns
about the growth of your company, feel free to reach
out to me. You can find me at Kevin at
Winning Business Radio. Do join us next Monday, December thirtieth.
(53:26):
My guest is going to be Eliza Josette, inventor of
the Spherehead pillow, the founder of Sphearhead Spearhead LLC. Until then,
thanks for joining. This is Kevin helenon.
Speaker 2 (53:38):
You've been listening to Winning Business Radio with your host,
Kevin Helena. If you missed any part of this episode.
The podcast is available on Top four Podcasting and iHeartRadio.
For more information and questions, go to the Winning Business
Radio dot com or check us out on social media.
Tune in again next week and every Monday at four
pm Eastern Time to listen live to Winning Business Radio
(54:01):
on W four CY Radio, W four c y dot com.
Until then, let's succeed where others have failed and win
in business with Kevin Helenan and Winning Business Radio
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