S 7 Ep. 308 Strategic Innovation and the Future of Healthcare: A Conversation with Enrico Marcellino

In this insightful episode of The Intern Whisperer Podcast, Isabella chats with Enrico Marcellino, a seasoned leader in the healthcare and innovation sectors.

Enrico shares his multifaceted career journey, from his creative beginnings in film to his pivotal roles with Advent Health. Enrico is a key leader in process improvement and internal communications. His passion for strategic decision-making, creative problem solving, and empathy shines through as he discusses his personal growth and the influences that have shaped his leadership style.

Enrico delves into his belief in servant leadership, with Isabella sharing more about this leadership model from the teachings of Robert K. Greenleaf, a thought leader in Servant Leadership. He also highlights the importance of empathy, crediting his wife (shout out to her) for helping him grow into a more compassionate leader.

 

The conversation then shifts to the future, where Enrico explores the evolving landscape of healthcare and technology, particularly the role of AI, augmented reality, and virtual reality. He shares his vision of the healthcare industry in 2030, with a focus on improving patient experiences and empowering healthcare professionals. As the world accelerates toward a more tech-centric future, Enrico is optimistic about the potential of generative AI to revolutionize industries, but he also raises concerns about the ethical implications of these innovations. From discussing the future of work to offering mentoring advice, this episode is packed with valuable insights for anyone looking to understand the intersection of innovation, healthcare, and leadership.

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Episode Transcript

(00:10):
So, welcome to The Intern Whisperer.
Our show is all about the future of workand innovation.
And I am really excited to be here today.
My name is Isabella Johnston,and my show is The Intern Whisperer.
It is brought to you by Employers 4Change, and we help hiring teams reduce
employer bias and increase head and heartsmart competency skill development.

(00:30):
My guest today is Enrico Marcelini.
Did I say it right? Marcelena?
Marcelino. Marcelino. Yeah. Thank you.
It seems like I should know these things.
But for some reason, when I always get infront of the mic, it's sometimes like.
just like, oh, it goes away.
He helps lead innovation for the CentralFlorida division of AdventHealth.
He has well over two decades of experiencein health care, serving

(00:52):
in different roles from video contentstrategy and branding process improvement.
He helps to identify how to improveand exceed consumer expectations.
So we always kick off the showwith five words.
And this is a staple, your Five Words.
And you were gracious enoughto give them to me in advance.
We're going to startwith the first one, Strategic.

(01:14):
Why did you say strategic?
I think that, there have beenseveral roles
in my career that have,had the word strategy in the title of it,
and I think it'sbecause I enjoy looking ahead
and trying to predict what the next 2 or 3steps are going to be in the process
so that I can make a decisionthat is in the best

(01:37):
interest of the situation or whoeverI'm working with.
So I think that there's a bit of strategythat goes into every part of the decision
making process of my life,and I always want to make sure
that I'm looking at- what's the worst casescenario, what's the best case scenario
somewhere in the middle,and be prepared for all outcomes.
You know,I say that same type of philosophy

(01:59):
if you think of the worst possible thingand the best and, yeah, you're ready
for anythingthat's, that's good wisdom there to, okay.
Creative.
Now, I know that you'rein this role of innovation.
So creative
seems like it's hand in hand.
It should be there, right?
So why Creative?
I think that for me, creativityhas always been a part of my life.

(02:20):
Since I was a young boy,I, started to doodle, draw.
When I got into seventhand eighth grade, I started to act,
continued in
high school and then post-high school,continued with an acting career,
getting some professional representation.
Did a little bit of filmand commercial work, but,

(02:42):
ultimately really enjoyed the processbehind the camera as well.
And so I went to, I started, hereat Valencia, with some program
and then transitioned over to UCF'sfilm program.
And so, that as I was,
on set as an actor learning,
about how to livein that professional world,

(03:02):
I was also getting the education from the,the school programs, and it
it gave me a richer appreciationfor the, for the entire spectrum of what
Film Production was.
So that
helped me transition into a leadershiprole in that.
With, at the time Florida Hospital.

(03:22):
Yeah.
You've had a nice career with FloridaHospital, too, you know.
I know you'll talk about thata little bit more, Futuristic.
So everything that you just described,strategic and creative,
that does lend itselfvery much into Futuristic.
So why? I've always tried to surround myself with people more talented than me
that were interested in thingsthat aligned with whatever category

(03:46):
I was working in or,whatever expertise I was trying to attain.
And so oftentimesthose people would teach me about
what was comingbecause they were always keeping up with,
the publications
that were producingthe most current information.
And so I, I've just kind of alwaysbeen curious about what the future holds.

(04:07):
And I think that my strategic mindwanting to predict what the next
2 or 3 steps are, wants to be aheadof wherever we're at today.
And so when new technology comes out,I want to try it.
I want to see what the possibilities are.
I want to try to predicthow to use it differently.
And when I meet with, peoplethat have started new companies

(04:31):
or have developed new technologiesor software,
I like to go through this exerciseof trying to predict
what's their next best business casethat they can use this for.
And I think that that is a part of,you know, kind of that futuristic mindset
of looking at what the possibilitiesare outside of what you're,
you know,bookending your particular thing with.

(04:52):
I like a lot about,
what you're saying because I think that inyour next two words are, are significant.
Also,
sometimes people might
consider individuals that are,
problem solvers or,
I'm going to use some of your wordsthat you said, creative,

(05:12):
certainly.
But I think it's forwardthinking, sometimes they might say that,
“Oh, well, that sounds like somebodythat's controlling.
I don't know.” I don't think so, at all.
That - that is the person you wanton your team that's thinking about
every single problem that can happenthat's prepared, can go through it
and make something happen right away,especially if it's an emergency.

(05:35):
So I feel like all of the traitsthat you're using
to describe yourself meansthat you're a great asset on the team
and you're somebody that is, you know,
protecting everything that's around them.
So I think it sounds like spot on as towhat the next word would be, Decisive.
Well that's very kind of you to say, yeah I’m -
yeah.

(05:55):
I think that in my careerthere have been, times where my,
my futuristic thinking or my creativityhas been perceived as trying to,
to push my personal agenda or want to do,an idea that I'm really excited about,
but it might not be what the, let's say,the client wants to do.

(06:18):
And so I've,I've always tried to have an open dialog
with the client and always lead with,we can definitely do your idea.
Right.
The idea you brought to us,we can absolutely do that.
Here are some things that I think we maywant to think about, and potentially
a different idea that might accomplishmore of the goals that you -

(06:38):
you want versus kind of the limitationsof your particular idea.
And I've never had a client say, “ No,I want to do my idea.”
Yeah, yeah.
So they always want to go with the onethat's in the best interest of the group.
And that's where I always try to approachit from that, from that direction.
And so I think that presentingthe concept of, “Yes,

(07:00):
we can do your thing.”,
makes it easierto, to be decisive when it comes to,
the, the
conversation and the directionthat a project's going to go.
Or, when you go into a situation whereyou're working with a new group of people,
it's important to kind of quarterbackthat a little bit with,

(07:22):
Here are the parameterswe should work within.
Here are some ideasthat we can talk about.
And then, rather than steerthe conversation in in the way
that you want to, just kind of helpfully guide
the conversation into an answeror a decision versus,
you know,at the end of the collaboration process,
we haven't solved anything,and it's all very open ended.

(07:44):
So I like being a little bitmore goal oriented when it comes to,
making decisions.
And then again,with that futuristic mindset and the
and the strategic mindsetof thinking about, kind of all outcomes,
a decision
can be made that will have measured
the worst,the best, and somewhere in the middle.

(08:06):
And I think that that has served mewell over the course of my career.
Yeah, I agree with youbecause, I'm adding to it
when - what I'm hearing you say is thatyou're able to go and take somebody's idea
and allow them to see that,you know, we're going to take that idea.
That's an awesome idea.
And then we're going to go, “You know,here's some other things that we can do,

(08:26):
that's really going to expand the reachof what it is that you want to achieve.
So what do you think about that?”
And it's like they think it's all them.
And it is, it's their original idea.
So, you know, they're the creator,
but they may not have thoughtabout all of the variables
that you're bringing to the table.
And they can go,“Oh yeah, that does sound really good.”
Yeah, it's a little bit of inception.

(08:47):
I think, where you're planting a seedthat may not have been there,
but then you're allowing it to growin the mind of the client
so that they can arrive there on their own
and then feel like they were absolutelya part of that decision.
Because they are I mean, ultimately,it is their decision.
So you want them to -to make the best one for them.

(09:08):
Yeah, I uh, I agree.
So your last word that you selectedwas Kind.
Yes. Why kind?
I try to, I think if I had to choosea personal brand word,
I mean, that would be what my goal is,is to always lead with kindness.
I think that whether it's a difficultconversation or if it's working

(09:28):
with a team,
that kindness is somethingthat you can always lead with coming
from a pure hearted place, not with,you know, trying to push your own agenda
or trying to do somethingin your own self-interest, but just being,
as nice and kind as possible.
And I think sometimeshonesty is kind. Yes.
for uh, for certain situations.

(09:50):
And then sometimesit's kind to hold back a little bit
and read the situation and say,“You know what?
I'm, I'm assessingkind of where this person's at.
And so I may not go in
as much as I wanted to,and I'm going to pull back a little bit.”
So I think it's, it's always takinginto consideration the feelings of others
and being empathetic.

(10:11):
And I will say that my - I have to give credit to my wife.
She has taught mehow to be more empathetic.
I, I think that, I took a, somethingcalled a Strengths Finders test.
Back in probably 2014 or 15,
and it was my lowest strength.
So I feel like today I,

(10:33):
I hope that I exemplify
empathy in a better way than I used to.
Not that I didn't care about people, butI think that I try to lead with that, to.
Take a breath.
And then you're thinking, yeah, yeah.For sure.
So what's your wife's name?
Laura.
Okay. So we're going to givea little shout out for Laura too.
So yeah.Absolutely.
Because, she's helpedyou be a better person to, you know,

(10:57):
I use another word that translates tokind, and kind is different
from the word that I'm saying.
But I think what you're also talking aboutis extending grace.
And grace is a giftthat, it covers, gives a covering of
forgiveness, if
you will, and a lot of other words,empathy, for sure
over somebody and say, okay, so,you know, here's a second chance.

(11:20):
Let's start fresh and that's really whatI think kindness can do.
But it does.
the other things that you also described,you know, where it's like
now you have to go and reprove you’re right?For sure.
Yeah.
And I think that at the core ofGrace is love.
Yes. And I - I y’know that's a word
that I have never been afraidof using in a work setting.

(11:41):
I, I've told my team membersthat I love them, and I love
the specific things about themthat they bring to,
to our, departmentand to the work that we do.
And it's always been important for meto have them feel a sense of love.
From me, that is appropriate,but is also goes
beyond a boss - employee relationship.

(12:03):
Yeah.
While keeping, again,keeping it, appropriate and professional,
I think that it's - that it's,
it helps the team dynamic
to feel that sense of,
that there is grace,that if there are mistakes
that happen, that it's important to admitthose and to, and to talk through them

(12:25):
versus feeling like you'rein a relationship where you have to hide,
you know, something that you did or,you know,
it turns into a bigger mess laterbecause it wasn't brought up.
And so I think that it's - it'sreally headed things off at the past
to create that kind of environment.
Yeah. I, I agree with that one for sure.
So how did you get started in your career?

(12:47):
I know that you mentioned earlierthat you've gone
to you graduated from Valenciaand you went to UCF.
So you’re home grown
and Valencia College always loves itwhen you know, they - they don't know this,
but you know,they asked me to have my podcast here.
And I think that's significant
because I cannot tell youhow many people that have come through.
here and they go,
“Oh yeah.

(13:07):
And I went to this schooland this was my campus even.”
And you know, everybody that listens to - because this airs on Valencia Radio,
they like that a lot. Yeah.
So,and the campus is - has grown and it looks, a little bit different
than when I was here many years ago, but,but yeah, when I started here,
the, the, the film classes that I tookwere,

(13:28):
were probably my first real educationin, video production.
And, I mean, I remember distinctly the,
the video project that I had to make,and it was absolutely terrible.
I had no idea what I was doingBut you thought it was so awesome back then. Right?
I probably did not I think I was honest about what, Probably.
what I had made and,

(13:50):
and a little bit embarrassed,but I think that, it really
let me stretch,those creative muscles in a different way.
So I had done the acting thing,you know, more of,
like, a hands on type of, artistif you want to call it that.
But that was like a different avenueto be creative that - that was open to me.

(14:13):
And I did not understand
the concepts of how important lighting wasor how important audio was.
And that in Valenciais really where I got that education.
So I feel like that, catapulted me
into a real love of content creation.
And, while I'm probably not

(14:33):
what I would call a puristwhen it comes to film production,
I think I'm a little bit more opento, you know, these new platforms and,
and definitely short form content.
You know, I recently made
a little highlight video of a tripthat, some friends and I went on and,
I made sure to make itin, you know, a reel format.

(14:54):
Yeah.
And - and also, you know, in landscapeand then, you know, which platform,
you know, post it in landscape on Facebookand post your reel on Instagram.
And so I'm, I'm open to contentbeing in all forms.
Whatever makes the most senseand whatever makes the viewer
have the best experience.
And I think that that kind of takes meout of that purist, mentality,

(15:19):
you know, versus, everything should be,you know, widescreen and,
and cinematic and, you know,I love cinematic, but I do think,
There’s a time and a place right?Right.
And there's a way to reach peoplewith your message
and with your content on all platforms,I think.
Oh, yeah. Definitely.
Do you have an opinion about TikTok?
I do not have time for TikTok. Honestly,

(15:39):
It takes so much timeto put content out there.
So I know that TikTok from a
so I'll talk about itfrom like a business perspective.
I know that it has been extremely helpfulto people
launching online businessesand becoming legitimate content creators.
And, I think until recentlyit was extremely profitable for them.

(16:01):
And the amount of reach that TikTok
has allowed content creators to have is,
I think, far more than they evercould on other platforms.
My personal,
you know, I'm in my 40s,and so I get my TikTok content
from Instagram, like a lot of,a lot of people my age. Yeah.

(16:22):
So I think that there are.
there are really great reelsthat are entertaining.
And, and when older millennialsare creating content about stuff
that was relevant to mewhen I was in high school
or before that, I, you know, itresonates with me because I remember, Yeah.
you know, the trends and this musicand the fashion and all that stuff.
I think it's great,

(16:43):
but I personally, I don't it'snot one of the platforms
that I go on regularly.
So if somebody sends me a TikTok,that'll be the only reason that I go
on there.
So from a user perspective,I'm, I'm probably not
the best, user of TikTok,but I can see the value in it.
I found it truly addictive.
And then I went, okay, I'mdeleting this one

(17:04):
because I would go down that rabbit hole.
But, there's some, I've seenFacebook has done some changes too,
and it's significant.
I went, ooh, I've spentway too much time on this channel.
So I need, you know, it's amazing that
how psychologically addictivethat these things can be.
And they're designed that way.
Yeah. For sure. To make you do stuff.

(17:25):
And there's this one set of,reels that come out and it says,
I don't know.
I'll, I'll talk about it with you offline,but it's
it is not I don't thinkit's a healthy place to be, you know.
Yeah.
When you devote that much time to,
things. Hypnotic.I've really gotten into,
On Instagram.
I've really taken some deep divesinto just obscure history facts.

(17:49):
And I, you know, much to the chagrin
of my wife, who, you know,I try to share these facts with her,
at you know, 1030 at nightwhen we're ready to go to sleep.
And she says, “I don't understandwhat's happening right now. You're
trying to tell me about random facts,and we're trying to go to sleep.”, and,
they're.
I don't know why,but they're exciting to learn about,
you know, crazy stories about,you know, history and, so, Yeah.

(18:13):
sometimes you can just do a deep divethat lasts, you know, an hour or more.
Yeah. Like, where has the time gone?
Yeah, exactly. Yeah, I totally get it.
I, I do the same thing.
I, I like trivia, so you might bea really good Trivial Pursuit player
if you know all of these random facts,because that's kind of like how it works.
Yeah.You know?

(18:34):
All right.
So from college, where - where did you go?
So I went to,Valencia then UCF and,
I, took a lot of time off of,
school, actuallywhile I was working at, Florida Hospital.
So there - there was a kind of part of my career
where it didn't feel like the degreeI was pursuing was one

(18:54):
that was going to help meand that I should just focus more on work.
And so I ended up taking years off.
But then I wanted to go back and finish,and the progression of what
I wanted to do with my life,was actually not in any creative field.
I, I wanted to originally be,a - a relationship therapist.
And, when I was a kid,

(19:15):
I, I felt like I was the personthat people confided in
when it came to their relationships.
And then when I started studying psychology in college, I really, really liked it.
I started to explore what the next stepswere,
to be a counselor and, from a
a compensation or income perspective,

(19:37):
it just didn't feel like the,the juice was worth the squeeze.
So I pivoted.
And although, there was a moment
where it felt like my career progressionmight align with psychology.
So industrial psychologyis kind of the study of how businesses,
can use psychology to,
to make decisions and to also structurehow, how they run their business.

(20:00):
And so that was super interesting to me,how, you know, the right leader
at the right time can really definethe success of a company.
And that's all psychology.
So I really loved,there was a teacher named,
Dana Pittmanwho I loved, taking her class.
Do you know her? Oh wow.Yeah. Yeah.
She was one of my favorite professorsever.

(20:20):
And I learned a lot from her class,and she, was a very engaging, teacher,
so I thought that,I could potentially leverage that.
At the time, I was working in processimprovement, and the,
the department was in chargeof running projects to improve
patient throughput, to improve,you know, supply chain issues.

(20:42):
And we kind of worked in whateverarea of the hospital had, a challenge
that they were facing that they couldn'treally figure out internally.
And so a team of,
a team of consultants would essentiallycome in and start running projects.
So they're, the change management piece ofthat was heavily psychological
because you're comingin, people are scared that you're gonna

(21:04):
recommend that we get rid of people,or we fire people, or lay people off.
And that was never our intention,and almost never happened.
Typically what we would find outis that there was a leadership issue.
And so - right.It’s training.
So there was - so was that application
of, what you would callindustrial psychology.

(21:26):
I think that was exciting.
And it was at the forefrontof what I was doing every day.
So then, there was a chance for me to gobe a creative director
in, for the video teamat, Florida Hospital at the time.
And that seemed like it aligned
with what I was really passionate about.
In process improvement, I had created

(21:47):
a monthly showthat we had sent out to the organization.
Internal.
Yeah, that I hosted that I,
shot and edited
and I would do storieson the different projects
that were going on because we hada little bit of a branding problem
where nobody really knew that we existed.
And so therefore they didn't know that theservice that we provided was available.

(22:09):
So, doing that show created this,
a little bit more of a buzzaround the work that we were doing.
And then we started to see, more peoplereach out
for similar issuesthat we were featuring in the show.
Yeah, that's a really good idea to make itso that it's highly visual
that you're the employees at the hospital.

(22:31):
Go, “Okay, well, this looks
this looks like it's legitimateand that we shouldn't be afraid.”
I think I'm pretty sure,pretty sure you did this to, where you had,
referrals and recommendations of, you know,testimonies, whatever from people
that were participating in this,which helped to validate what people see.
Because we know that we can go in to filmand change it to make it look like

(22:54):
whatever we want it to be.
But the actual testimonials help supportwhat people see.
Absolutely
and it was important to featurethe testimony of the people
that were working on the projectfrom inside the department versus
have the testimony of the senior leader,
stakeholder of the,let's say, the department or the division, Right.

(23:16):
because obviously they're going to, want,certain things and certain goals met.
But, but we wanted to make surewe showcased in that show
was that
the people that were involvedin the project,
the people working in that departmentdoing the work, were seeing the value
that we were providing.
So that's why we interviewed them
for the videoso that other people would see it and say,

(23:38):
“Oh, maybe it's not scarywhen that department comes in and wants
to do a project with us.”Did you do it where maybe.
I think this would be an interesting,way to do something is,
do beforeinterviews, whatever their concerns were,
and then post interviews as to, “Well,you know what?
It really wasn't scary.”, using your wordslike, did you do that too?

(24:00):
We actually had them,
had our,you know, the workers in the departments
tell us exactly what was goingon, prior to our arrival.
So we would normally come in
and do a story eitherin mid-project or towards the end.
So we didn't get a chance to come inand kind of get a, a sense
of what they were feeling at the time.

(24:21):
I'm not sure they would have beencomfortable
being interviewed and sharing that. Yeah,that takes a lot of courage.
Right, right.
And, so we we came inand we would essentially have them
go through the motionsof what they were doing before.
So kind of,in order to show a before and after.
So it it really helped melater on in my role as creative director
for the video department, because we wereoften asked to come in and showcase

(24:44):
a before and after of a new processor a before and after of,
something that was for patientcommunication.
So it, it really gave me this,
kind of
this foundation of looking at a processor something clinical,
which I'm not a nurseand I'm not a doctor, Right.

(25:04):
but I could go in there and understandwhat their role was
and what they needed to accomplish,and then find a way to realistically
show the bad, and then showwhat we had done to improve it.
But I never wanted it to be theatrical or,you know, look like a soap opera.
I wanted it to be,

(25:24):
able to be identified ofwhat was wrong with it
by the people who were watching it,
that work in that department,or who know those processes.
And if it looked stagedor it looked a little bit fake,
I think they would have written it off.
So it was always important to meto showcase- Authentic.
Yeah,to showcase an authentic bad process.
Yeah.
And, you know, just to add on to it likeif you ask the people, you know,

(25:48):
after trust was establishedand reinforced and all of that,
then yougo back and say, “So would you mind sharing
what you were feeling at the beginningand include that as part of the story?”
Because then I bet they did that, right?Yeah, for sure.
Yeah. For sure.
They,
they would be candidand transparent afterwards
when they felt good about things andthen they would, you know, share with us. Yeah.

(26:10):
Like, “Qe were afraidthat you guys would come in and,
you know, kind of disrupt our,our processes, and all that.
But it has been completely integratedinto our everyday process.
It's been, you know, it has not taken toomuch time out of our normal daily work. Right.
And it's even decreasedthe amount of, things that we have to do.
So it's created more efficiency.”

(26:30):
Yeah. And so that's what we're really focused on.
I think that, that's going to bea good segue for the second part
of the show, with concerns about chatand or generative AI.
I was - was, I'm going to rememberto put a little plug on that one.
So now you're over herein a different role with,
with AdventHealth.
What is it that you get to do now?

(26:52):
Because, because I love the factthat you've been a part of this,
transformation that the hospital has had.
I remember when it was Florida Hospital,and - and I
you know, they were buying other hospitalsand they were expanding their footprint
and everything. And they're
I don't know if they're global,but they do have global reach.
I know that because of their ministriesand they do good work. Right.

(27:14):
Honestly. Yeah.I really appreciate that.
It's always great to hear,
I loved being a part of the organizationfor all these years.
And I think that the,the rebrand really took - took place
because we were 28 different brands underthe Adventist Health System umbrella.
So Adventist Health Systemwas our corporate entity.
We had brands in a bunchof different states and in North America.

(27:36):
So we decided to, all become AdventHealth.
And, we're now in nine states.
We're soon going to hit 100,000 employees.
Wow. Across the organization.
So I think we're the secondlargest employer in Central Florida,
other than Disney.
So I think that there's, the companyhas continued to grow since rebranding,

(27:59):
and it, while we were perceived as,
I think, more of a community hospital backwhen we were Florida Hospital,
and now,
it may feel like we're a bit more of a,of a larger scale organization.
A lot of people,think that we were bought by AdventHealth.

(28:20):
Right, no.
But that change happenedand it wasn't the case.
We, our corporate office changed their namewith us.
And so we, you know, we went throughthat whole change internally.
And I was on the video teamat that time and,
helped transitionall of our content, you know,
when it comes to YouTube,when it comes to Facebook and where videos

(28:44):
live on our websitesand things like that, and, and rebranding
all of that content, and there was kindof multiple stages to that.
It was, you know, Florida Hospitalwill soon be and every other brand
will soon be AdventHealth.
And there was a period of time wherethat was the logo at the end of things,
and then it had to change overto AdventHealth.
So there was, that period of transitionwas - was a lot of work.

(29:07):
And then once it happened,I had a wonderful opportunity
to join a brand new consumer division,that was started.
And, my first day in that role was March16th, 2020.
So it was the first daythat everything was shut down
that was elective and non-emergentin health care, because of Covid 19.

(29:30):
So my first role was, being put on a taskforce and trying to figure out
how do we reopen our, our facilitiesin a safe manner for our consumers.
And at the
time, I mean, you remember,nobody knew what they were doing.
Everybody was kind of making up stuffwhen you saw plexiglass at Publix

(29:50):
at the post office, you saw, you know,
hand sanitizer everywhere.
And so we,we looked at the different things
that companies were doing, and we,we kind of self-assess,
you know, does this align with,how we want patients to feel?
Does this, align with the safety measuresthat we want to, that we want to showcase

(30:12):
for our patients and - and so we didthe stickers, six feet apart.
We did the signs on chairs,you know, don't sit here and,
and that was all just, you know, homegrownstrategies that we were just making up,
because we were assessingwhat was going on in the world around us.
And so it was kind of a trial by firesort of thing.

(30:34):
But it was,
I think the pandemic allowed usto accelerate things
that we had been working on in years pastthat were not really getting
the green light, or there was stilla little bit of red tape.
For instance, a chat bot,
we had talked about a chat botfor a long time.
Some health carecompanies had implemented it,

(30:55):
and it was kind of being utilizeda little bit.
There wasn't a lot of helpful information,but when Covid hit, it was important to,
to make sure that the flood of phone callsthat were coming in that were just basic
questions about,is this open or can I go have this done?
Or what if I feel this? Do I have Covid?
Those kinds of things could go,

(31:16):
could get loaded into the chat botso that people could interact with,
an entity that would give them answers.
And then there was, you know,we created a team that would then field
the chats live and,and they were real people
so it could get escalatedto a real person.
All of that got stood up within weeks.
And it was because of, you know,the fact that we were in a pandemic. Yeah.

(31:39):
And then we created a concierge service,for our patients
that have, AdventHealthprimary care physicians.
And that was accelerated because of Covid.
So there was a lot of great thingsthat happened.
Virtual care is now commonplace versuswe were doing it in pieces, parts. Yeah.
So I think that we were able to

(32:00):
just like remote work was reallynot a thing that was common before Covid.
Now remote work makes sense, and we canhire talent from all over the country.
So I think that, for me,
you know, I, I resonate with the termthat I heard a lot,
during that time, which is “Don'tlet a good pandemic go to waste.”

(32:21):
Yeah. That's true.
We really leveraged it as much aswe could to get stuff pushed through.
A little humor in there, too.
So one of the things that is definitely,a key advantage
is that you had all of this experiencein process improvement,
and you were able to flip that stuffaround on a dime.
And it's really interesting to mebecause big companies are,

(32:44):
like education and industry, industries
that can be very slow moving government,education, large companies.
But when you have something likethis is when innovation becomes
the first wordthat everybody is thinking, well,
now we have to do it in like seconds,or we have to do it in five minutes.
And we don't have all of these red tape.

(33:06):
The - none of the red tape is holding usback.
And I thinkthat's very liberating. For sure.
Hopefully that's the culturethat stays - not, “Oh,
we got to go back to doing itthis way.”, right?
Yeah.
And I think that some of it has remained.
And I think that there's, less hesitationto pull the trigger on things
that just make sense.

(33:28):
I think that healthcare in
general tends to be extremely risk averseand for good reason.
I think that patient informationis one of the most sacred things
that we just can't let get,
you know, loose or compromised.
So because of that, we tend to take baby
steps into thewhat you would call innovative areas.

(33:51):
And AI is one of those,we will not be, as an industry,
an early adopter of AI implementation.
We will probably leverage LLMs first.
But we will likely
not be opening things up to,you know, the information

(34:13):
leaving our servers or cloudsand then, you know,
going into some software solutionand then coming back like that's,
that poses some riskthat we today are not,
comfortable with the capability yet.
So, we are going slow in those areas,but I think it's because we're,

(34:34):
we're dealing with a very sacred,piece of information.
AI has been used by radiologists,
before that, to, to diagnose,
scans, more efficiently.
And, while there's always a personthat's making sure that,
that they're looking at,they're leveraging the, the records

(34:56):
and the history of other scans,
versusthat scan having to leave and come back.
So we,we feel comfortable with that level
I think of implementation today.
And I don't work in IT.
So I don't know all of the ins and outs ofwhat's coming.
I just know that for our organization,when we're looking at new solutions,

(35:18):
we're - we're very criticalof the vetting process.
I saw a headline, didn't get to readthe article, but I saw a headline
that said that AI, was readingscans like what you said.
And it's able to, determine that the
possibility of

(35:39):
cancer more effectively than a human.
I can't remember,
and that's why I was pausingbecause it was
it was pretty high percentagethat they had said,
I went “That, I don't know,I still want to know there's
checks and balancesand that a human is saying something
because things get mixed upjust by human error alone.

(35:59):
Where, “Oh, this is the scans of Enricoand these are the scans of Isabella.”
And then they just got mixed up and like,
“oh my gosh,I think I have some kind of disease.”
It can easily happen.
So checks and balances are,I think, are one of the most important
thingsthat everybody should be doing. For sure.
And especially in the health careindustry, because, you know,
automations - and you know, there's - there’s no human there.

(36:22):
We need human.Right.
And I think that theAI should be looked at as a tool.
Yeah.
It has, made people's lives a lot
easier that are using it on a daily basisor a weekly basis.
There's a commercialthat's running a lot during the Olympics
that Microsoft is putting outabout Copilot, which is their AI

(36:44):
bolt on solutionfor all of their office suite.
And the example that they give, I think isis a is a pretty great,
visual representationof what Copilot can do,
which is there's a guywho is looking at his computer
and it said,can you make a five minute presentation

(37:04):
with, you know, this informationbefore the next meeting?
And he just goes in and lets Copilot
help him establish an outlineand then turn that into slides.
And he is looking and you know lookingat that information and he's checking in.
He's making sure that the informationthat's in the presentation is correct.
And so - so there is that check and balancethat he's doing. Yeah.

(37:26):
But he has not had to readall of the notes
and synthesize that into a five slidepresentation.
He has not had to bullet it outbased on his thoughts.
He's just had to make surethat they're right.
You know, he's gone to those meetings,
but he doesn't remember everythingthat was said.
So now they've given him a summaryof all the meetings about this topic,

(37:48):
and then they've put them into slidesthat makes sense.
And also they've suggested visuals for ittoo, so he doesn't have to go hunting on
Google to try to find images to gowith what the topic is.
So I think that that is a waythat people can leverage
AI to make their lifeeasier and more efficient,
and I - and I love that for - for them,what I have seen

(38:10):
and where it becomes challenging is
that people will blindly send or,
create and presentwhatever AI comes up with,
and then you can start to see thatit's AI.
And I think the moment you seeand can tell that it's AI,
then it loses credibility.
And I have had AI,you know, copilot in particular,

(38:33):
check over my emailsand try to rewrite them
and the suggestions that they - that Copilot
is making, it no longer sounds like me.
That's the thing I was going to say.Right.
Yeah,because I know that there's for podcasts.
For example,
I can - I can go and take all of the notesthat I've been taking
while, you know, you're talking,and I put it in there and go.

(38:55):
I played with it and say,“Okay, write my show description.”
I go, “But it doesn't sound like mestill.” Right.
Yeah.
So there's that language learning processthat happens.
Remember when there was Train Your Dragonand you know, it's
picking up the nuances of your voiceand how you think
- say - say things.
I mean, it's - it will catch upand it will sound like it.

(39:16):
Kanal did this one thing at New Year's.
He created a video.
I guess he just uploaded his headshotbecause I've not asked him,
and he must have said just a few words,maybe a sentence.
But it honestly sounded like him.
Yeah.And it looked like him.
But you could tellit was not him because it was very stiff.
It was like the the rigging

(39:38):
wasn't in thereto make it look like a human, so to speak.
But it's going to catch up.
Yeah. I agree that it - and it should be used.
So I, I've met two authorsthat have talked to me about them
leveraging the same kind of technology
to create an audio bookfor their older books.
So they're new ones that has, you know,as they've written their fifth, sixth

(39:59):
or seventh book, they've just weavedthe audiobook recording into the process.
But early on, that wasn'tsomething that they did.
So they've gone back and they've just readmaybe two paragraphs of their book
and then just let AI do the restand then have listened to it,
and I've listened to itand it sounds exactly like them. Sounds like them.

(40:20):
It has the same inflections.
So I think audio has gotten there wayfaster.
Yeah.
But when you think about like Deepfakes,
you know, there's a movie Running Manwith Arnold Schwarzenegger back in the day
where they used Deepfake technology,and that was not possible back then,
where they
were changing the face of somebodyto frame them, for doing something.

(40:42):
And today, I think Deepfake technologyis still recognizable.
Like,you can still tell, okay, that's not real.
And it's always the mouth or the eyesor something, you know, like that.
I recently watched,
a documentary called Dirty Pop
about Lou Pearlman and, the boy band,you know, saying, Yep.

(41:04):
and he - what they did, and they,they disclosed it,
but they had some interview of himthat they had filmed.
And then what they ended up doing is they.
Well,they kept cutting to it. They enhanced it?
And they hadthey had fed in pieces of his book,
and he was saying thingsthat he had written in his book,
but he had not saidin the previous interviews.

(41:25):
So they used that as a wayto kind of narrate the whole documentary.
So they kept cutting to it.
But you could absolutely tell,
It’s like a voiceover, though. Right?that it was fake. Right.
And but they wanted itto be like a voiceover
and the image of Lou talking at his desk.
And while they were using a videoand it was grainy,
so they were able to put, you know,

(41:46):
kind of thealmost like the VCR type of artifacting. Yeah.
It felt like,yeah, it had that time - time frame.
Right.
It still didn't read as authentic,but again, they disclosed it upfront.
They said that they did it.
So it wasn't like they were tryingto, you know, fake it or get away with it.
Will it get
to the point where it's, where it's not recognizable?

(42:08):
Probably.
And it'll probably happen pretty fast.
Oh, I think so, too.
I, I don't know if, the,
there will be rules and regulationsthat come out about it that may stop it.
I mean, think about the strike,about, the writers and the actors.
You know, that was a lot ofit was about taking their likeness and
and making movies out of it.Yeah.
And so will there be rules?

(42:29):
That was a Black Mirror episode. Yeah.
It was. I love Black Mirror.
I do too.
So we're going to take a momentand acknowledge our sponsor, Cat5 Studios,
and we'll be right back.
The Intern Whisperer is brought to youby Cat 5 Studios, who help you
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for your training and marketing needsthat are out of this world.
Visit Cat 5 Studiosfor more information to learn

(42:50):
how Cat 5 Studioscan help your business.
Thank you, Cat 5 Studios.
Okay, so in the second half of the show,we are back here with Enrico
a - a delightful conversation,we've already touched on quite a bit
that's in the future of -
but I want to go back to one question,
that I
because we talked about science fictionand all that.

(43:11):
What is the impact that you would liketo be remembered for in your life?
That's a tough question for some people.Yeah.
So it's funny because I don't,I would like to think
I don't dwell on legacythe way that a lot of people do.
And when it comes to
how I want to be remembered,I think that what I, what I try to do

(43:33):
is go into every interactionwith a person, whether it's a stranger
or somebodyI've known forever or a family member.
I try to make that interactionmeaningful and enhanced and -
and better than it would have beenif I wasn't there.
What I can contribute tothat is humor, is, kindness.
We talked about earlier,and I often like to,

(43:56):
to try to do things that are unique to me.
That may not necessarily be something thatthey're going to get from somebody else.
So, you know, some weird things I'm into,
I like to make my own, like,
birthday cards and cards for differentevents. That’s not weird,
that's very good.
Well, I mean, it's,it's probably an odd thing for,

(44:19):
for a grown man to - to want to do,but I think that,
I saw an Instagram of a guywho does this for a living, Ralph Tyndall.
He's extremely talented.Oh yeah.
He, and so I've kind of took inspirationfrom that.
And, where I, I used to just liketo handwrite letters and,
now it's turned into,you know, 3D cards and, stationery. Oh.

(44:43):
So I'm trying to kind of pushthe envelope of what,
I'm capable of creating from scratch.
And so that's, that's somethingI think that is unique to me
that I canif I'm going to somebody's birthday,
I bring them a card that I made thatI spent a couple hours
on, that they're not going to getfrom anybody else.
And hopefully it's - it'smeaningful to them.

(45:04):
And it shows that I care about them.
And there's an element of,you know, love there.
I like that very much.
I do something similar.
And I think these are good ideasto share for our listeners, too.
So I, I saw thisI don't know where it was.
I think it was on like a YouTube,
ad, and somebody
they go in, they get a book, a journal,and I do this now for anybody

(45:28):
that has a child,if it's the birth of a child
or even the birthday,I write a scripture verse in there,
and then I write a blessingthat I'm praying for that child to have.
And it said, “This book is to be taken outat every event
that celebrates your child.
It should be taken out at birthdaysand any of your holidays.
And ask everybodythat's there to please write a message

(45:51):
of blessing,” whatever,whatever they want to say for this child.
You do not give the book to the child
till they had 18, 21whatever you want it to be.
Because then it can be somethingthat when they're older,
they're going to go, “Wow,look at all this love that I received.”
That's really good.and I - thank you.
I think it is too.
And so I've done this now three times,and I do not know,

(46:13):
you know, how if that idea catches on.
But it would be nice to know,
because it takes,
I'll say perseverance for sure,
for some people to make surethey pull this out and go, “Okay, yes,
we need to make sure everybody, signsthis book and writes a message.”
I think it's lovely that you do that.
I do not think it's weirdthat a man creates,

(46:36):
stationery or whatever, because,
creators, we do that stuff.
Yeah. So, you know, it'sthoughtful. It's very thoughtful.
Thank you.
That's very kind of you.
I did something similar. I was,
when I first moved to Florida.
I was, roommates with my cousin,and we had, an empty journal
that we put on our coffee table,and we would let people -

(46:57):
we just had a pen on it, andwe encourage people that would come over.
It's like, write whatever you want.
You get a page. And,
We eventually had to take the -
the book off the table because peoplewere writing some crazy things.
Yeah.
And, but it was entertainingto see what people would come up with.
And - Did you keep them?
I don't have it today.

(47:18):
I think maybe my cousin does, but, I,I know that within
probably six months, there was somepretty wild content in that book.
Yeah.
So it would be funny to go backand look at it again.
Some stuff
you don’t know, I would not want my pastor,my mother, my grandmother, Exactly.
or my child to read this, right?
Now, if you give people the abilityto do whatever they want.

(47:38):
Sometimes they do. Oh they do. Yeah. They run with it.
So what do you think2030 will look like in the world?
That's really, that's not that far away.
Because if we don't count this year 2024and we don't count
2030,that's just like four years, you know.
So it's, it's right here.Yeah.
We talk a lot about 2030in our organization
and especially in Central Florida.

(48:00):
What the - what it's going to look like.
We expect that 100,000 people a yearwill move into the Central Florida area.
And so for a health care company,that's significant.
Those are more livesthat we need to figure out how to care
for in a meaningful wayand give them access to care.

(48:21):
So if you think about, you know, are we
are we building at the paceof 100,000 people moving in here?
I don't think anybody can can keep upwith that pace.
So it's, the I think the job of ourinnovation division is to figure out
what care is going to look likein the future.
Ideally, there's, we use a word

(48:43):
the Amazon-ification of every industry,
which means that peoplehave become accustomed to, next day,
Oh yeah.two day, instant.
False sense of urgency. Exactly.
Yeah.
And, that I think, permeatesthe expectation of every consumer.
So it used to be that people would just beokay with the DMV being hours long.

(49:06):
You're going to wait in the line.
And I'm from New York originally,so I've waited in
some pretty serious lineswith my parents. And,
you know, you have to take the day offand it's awful.
And you're standing the whole time.
But todayyou can make a reservation on your phone.
Yeah.
And you can show up at the right time
when they're ready for youand you wait a couple minutes.
So if you don't do that,if you don't leverage the tools Yeah.

(49:29):
that they've given you to make itmore efficient, you're going to wait.
And sometimes it's an hour.And you can't complain.
Correct. Right?You should not complain.
Because, just likeif you go to a restaurant that's slammed,
or a Starbucks in the airport,if you didn't order through the mobile app
to pick up your drink from the,the mobile,
part of the process, thenyou're going to wait in that huge line.
So I think that we need to figure outin health care

(49:53):
what areas can we make more efficient,
what areas can we improve in a waythat is going to be
most meaningfulto the next generation of patients?
So as I think that, you know, some peopledon't believe that generations have,
you know, trends or ways of thinking,but I think that the world
that you grow up in kind of moldsyour expectations a little bit.

(50:17):
And so what does it look likefor younger millennials and Gen Z
and the other generations coming, Gen Alpha?
That's like, Let's hope they change that.
Because man, that
that'll bring a sense of entitlementthat I don't think we can. No.
And this is howI think that it should be retaught.
And I actually I think of these problemsthat you're proposing, to be honest,
I sit hereand I go, what we need to teach people

(50:38):
now is, is the art of,
self-reflection, being able to use thattime for what it can be.
It can be a time to sit and go,
well, what what is it that I can learnfrom this, patience for sure.
Right.
So they can use it to either listento something while their in there.
like, listen to an audiobook like you were describing earlier.

(51:00):
They could use it to writeif they want some things that are putting,
have a real
conversation with somebodythat is not driven around a phone.
Like, those are the things that I thinkthat we should be teaching people is not
everything can be instantly gratified,and that there are these windows of time

(51:21):
that can be used to teach us somethingthat's more reflective to go
to the top of Maslow's theory, right,and just be a better person. For sure.
Yeah, I think that the, what in 2030,
what will be meaningful topeople will likely be things
that were meaningfulto multiple generations ago.

(51:45):
There are, you know,
there's a guy named Jason Dorseywho does a lot of, work with generations.
And he came and spoke to our leadershipteam, and he had some, some great insights
and his findings are that GenZ is most closely aligned with, Boomers
from a, from theway that they value things.

(52:07):
And I think that if you have a culture
that creates,an instant gratification model
when you have all these,all these streaming services
that are just making contentto have something for you to watch,
then it starts to create more valuein the things that are not happening,

(52:27):
which are face to face conversations,
phone calls,
writing, or reading.Writing.
Like actually holding the pen and writing.Right.
Right?Exactly.
And so I think that those thingswill start to have more value and meaning,
you'll start to see more humancentric stories.
And I think that that's probably bestdelivered in short form content

(52:50):
to align with the shorter attention span
of the culturethat will likely exist in 2030.
So if, if I'm predicting
what the world is going to look like,I think that we will continue
to look for opportunitiesto make our everyday life more efficient.
But the things that were meaningful toour grandparents

(53:13):
are probably goingto start to have more value,
than they did throughout,
you know, the 2000’s, 2010’s and, and - and now.
So that and I think that I try to bea multi-generational person.
Like I carry a pen, I write notes,I, you know, make cards and write letters.

(53:33):
But I also, you know, have an Apple VisionPro and I'm in the Mac ecosystem
and I'm constantly on my phone making surethat I'm trying to answer every message.
And so there's
I think that there's a way to, to balance,
having, meaningful interactionswith different things

(53:53):
and not being just “ Oh I'm just a tech person.”or “I'm just old school.”, you know,
I still carry cash, which is, you know,probably weird for somebody my age. Yeah.
And, but I think that it's, you know,you run into situations where it's like.
Technology goes down.You know, like my Venmo got hacked.
And then I had a problem with Zelle,and I had to go to the bank, and

(54:16):
it took three hours to solve the problem,because you're having to go through My gosh.
so many non-human interfaces
that cannot solve that particular problem.
So hands down, when it comes to servicesI prefer to work with,
I remember when Google used to have realpeople that would help me solve a problem,

(54:38):
and they were so welltrained around the world,
it did not matter that there wasany type of time zone or language barrier.
There was none of thatbecause they knew how to solve a problem.
And then the day came where that is nowno longer there.
Like with Facebook, with Amazon,Amazon has the worst.
And I don't care saying this, Amazonhas the worst customer service
I have ever experienced.

(54:59):
And those people are truly yes, thank you.For returning?
But the people that I deal with,there they go.
Okay, well, here's a phone number.
You can go and call Logistics.
It is not a working phone number.
Then you go and you look for it online.
Those are not working phone numbers.
I wanted to speak with his managerand he said,
Why do you want to speak with my manager?
I said, for that reason alone,let me speak with your manager.

(55:23):
And I just went, I,
I do not want to do business with Amazonbecause they're too big.
I don't know whywe have really big organizations that,
are monopolies.
You know, we're not allowed to have them,but yet we do.
I digressand let me get back on track here.
Okay. So,
what do you think the positive impact,

(55:45):
I know you covered a lot of thatabout the positive impact
that we can have with, eitheraugmented reality, virtual reality.
We talked a lot about thingsthat are related to AI,
but what do you think it would bewith either augmented or virtual reality?
You expressed interest inthat? Yeah for sure. I love,
the concept
of creating experiencesthat feel immersive.

(56:08):
I have, I was, you know, early adopter
of the Apple Vision Pro because primarily
because I wanted to figure out a wayto create content for it.
Within the first couple of days,
I figured out a way to take photosand make them,
more immersive,that were just standard photos.

(56:30):
And so create essentially creatingpanoramic photos out of regular ones
so that you could see them in an immersiveway with the Apple Vision Pro.
Unfortunately for video, that's not yeta capability, but the immersive content
that Apple is creatingand it's all short form,
is spectacular.
And I think that it's on a different level

(56:52):
than any other content that is out there.
So I'm not trying to gas up Appleor anything like that,
but I just think that that iswhat is most exciting is that you can give
somebody an experiencethat they would not normally get to have.
And I heard this great story,out of the VA recently
where they have implemented VRin their waiting rooms for certain tests.

(57:17):
So, and I,and I want to say it's radiology
specifically MRI and MRIscan be a very stressful experience.
I mean, it's one of the few teststhat they will give sedation for.
And so in orderbut, but doing sedation for an
MRI is not only challengingto the patient, it's more expensive.
And it takes more time.

(57:37):
Yeah.
And obviously you'reyou're entering into a more complex,
procedure than just doing a scan.
So as health care providerswe want to avoid that.
We want to make sure that patientsfeel as comfortable as possible
so they can go through the MRIwith, Somewhat relaxed.
Correct.
And it's hard to meif you've been through one,

(57:58):
it's like wrenches on metaland it's, you know, loud noises. I have.
And so it's, it'sa, it's a lot, but, the, at the VA,
they have in a particular waiting room,they gave a gentleman a headset
and let him go througha, like a scuba experience.
And when he took the headset off,it was time for his test.

(58:19):
He had tears in his eyesand they asked him if everything was okay.
And he said that he had alwayswanted to scuba dive, but because of,
particular breathing condition thathe had, he would never be able to do it.
But he actually felt like he was doing itright there in the waiting room.
And for him that checked that box.

(58:40):
Yeah. And nobody knew. Exactly.
And they didn't knowthat they were going to to check
something off of thisgentleman's bucket list to him.
And I think the power of VR in particularis that it helps you.
It tricks your brain into into thinkingthat you're actually doing it.
There's,a content creator who has a great app,

(59:01):
for Vision Pro, where he just goeshiking in different beautiful places.
And it's all this immersivevideo experience.
And one of the particular ones, he'shiking, on a, like a ledge of a mountain.
And while I know how he made the content,
I can visualize what he's doingas if I'm looking at him.

(59:21):
My brain is telling meI'm going to fall off this mountain,
and I have to continually tell my brain,this is not real.
You're not going to fall off the mountain.
Everything's okay.But you get that feeling.
That feeling creeps into your headand that's the power of of VR, I think.
So for - for me, I would love to see
more immersive video experiences happen.

(59:42):
And I would love to see us implementthat for people
who are not able to experiencethose things.
My wife and I travel a lot, and,she has a YouTube channel where she shares
a lot of tips and, and thingsto think about before traveling.
And we try to give people a senseof what the experience
is going to be like when they get there,so that there are - there's no surprises.

(01:00:03):
And I think that when people can do that,
it makes
them feel more comfortableand it makes them feel more excited.
I, I don't think anybody's everexplained it
the way that you have, I know they have itthat it tricks the brain.
And I think that's significant becausepeople we always trust what we see.
But if we couldn't seewe would be more open to so much.

(01:00:27):
Right.
So sometimes the people that are blind,it's like you know, maybe,
but they are walkingin a different place. And,
I liken it to that's what it's like.
This is the spiritual side of,walking in faith,
because if you can't see it,you don't know what's in front of you.
You have to relyon all those other senses.

(01:00:48):
And, a larger part of what faith is.
So, I thinkmaybe that is how I would do it.
I have a fear of going scuba diving,so I think if I could go and experience
it, that's cool.
And I'm really glad to hear thatthe VA has something
that's progressive in thereand that people can benefit from.

(01:01:10):
That's surprising.
So what do you think the ethical dilemmascould be about, all of this
that we've been talking about, AI, VR,what do you think the ethical sides are?
I mean, I think today eventhe bigger companies are presenting
AI solutions that don't quite work.
Even at that big kickoff events,you know, recently,

(01:01:30):
I think, Microsoft and Googleboth had that happen,
where there are hallucinations or errors
in what is returned from an AI prompt.
So I do think that the ethical dilemmatoday is trusting it fully.
And then also isif you are using AI so much
to create your personal brand

(01:01:53):
or to create your communication.
Then,It's going to be very shallow knowledge.
Correct.
And it's going to also there'sgoing to be a, clear distinction between
the person you are in email or on LinkedInand the person you are in person.
So if you're invited to speak, you'renot going to sound like who you are,
you know, representing yourselfin writing, because that's not you.

(01:02:16):
You have, you know, essentially cheateda little bit, and you've Yeah.
presented yourself in a waythat is not authentic.
And I and I think that for me,
I don't know if for this generation
I come from,but the, the idea that I would meet someone
and they would think that I was notthe person they were expecting based on
anything based on an accountfrom someone else, or based on something

(01:02:38):
they had seen online.
That terrifies me, because I want to livea very authentic life.
I want to be the same personat work and play, you know, wherever I am.
And I, I think thatthat's an important thing because you,
you know,you've, you've seen a lot of people.
I don't want to use the word cancel,but I, you know, people,
get into situationswhere they are challenged

(01:03:02):
because they represented themself in a waythat was not authentic.
And then it comes out laterthat they're not this person
or that they did somethingthat is in direct opposition
of their personal brand,that they talk about.
So I don't ever wantto get into that situation.
I know that
I haven't obviously lived a perfect life,but I think that there's, daily,

(01:03:24):
attempts to be who I amand to be as authentic as I can be.
Yeah.
I think that, that's significantbecause what you're describing, you know,
we just said shallowness of using theI versus the other,
having short reels.
That's one way of just continuing to -

(01:03:46):
to live in a life of,oh, everything has to happen instantly.
We have to havethat immediate gratification.
We have to have hardly any attention span.
I believe that the value againgoing forward
and the ethics, this is how itcould be used incorrectly is,
you really don't have the desire to know

(01:04:10):
deeply a person,Right.
knowledge,
experiences,
how - how rich of a lifecan that possibly be?
So I feel like there's going to be thesemental issues that are coming around it,
because it could make itso that in the hiring

(01:04:30):
process, we're going to have to showwhat our impact is
and how we actually produce something,because everything is measured now.
Black Mirror episode,which I've seen it too.
But I think that, again,the ethics, of using
AI will show, just like you were saying,somebody is really real or they're not.

(01:04:52):
And that'swhere the fake person will be seen.
You'regoing to go to the bottom of the list
because you are not able to showthat you can produce impact.
And then where do those peoplego in the career life?
You know, there's going to bebigger problems than just,
oh, this can make your life easier.

(01:05:13):
Well,what about the people that are not those
individuals that have mental challengesor physical challenges?
You know, like.
Yeah, I think that what I've seen in,
at least in our organization,
the millennial populationis the largest demo of leaders today
in, in our organization.

(01:05:35):
And the - I think
that if I had to, just based onthe anecdotally, the people that I know,
the people that I came up with,there was this, desire to master
whatever it was that they were doing,before they got to the next level. Yeah.
I read this book called, How Women Lead,
and it was super interesting to hearabout kind of the mentality,

(01:06:00):
like a lot of womenhave that mentality where they want
to feel absolutely comfortableto do the next job before they get it.
And they, you know, did studies on men.
And it's probably not surprising to knowthat men will jump
into pretty much anythingbecause they think they can do anything.
So they're like, “Oh yeah, I can do thatjob.”, and have no idea how to do it, Yeah.
and they'll fake it til they make it,

(01:06:21):
or they'll fake it the whole timeuntil they get to the next thing.
So there's a,there's a difference there that that could
potentiallyhold a very capable, powerful woman back.
She's holding herself back because she'snot comfortable to get to the next level. Yep.
So I have, my mother, I've worked
in finance, in New Yorkand in Atlanta her whole career.
And she, despite not having a collegeeducation, like, worked her way up

(01:06:45):
into a very meaningful positionas an investment analyst.
And she's an incredible, mentor to meand somebody that I look up to.
And she had uniquely the mentality of,I'll do whatever is needed.
And I think that I've adopted
that mentality of,you know, whatever You grew up, she’s your mom.
Right? Yeah.
And then I was lucky enoughto meet my wife,

(01:07:06):
Laura, who is an incredible leaderwith unbelievable instincts.
And she has also been an inspiration.
And we actually met at work.
And so I got to see herin, you know, kind of in the field
and the way that she led and,and that was just as inspiring.
And she's also the type of personwho's like, I, I'll just go do that thing.

(01:07:26):
And she started a businesswhere she's a travel advisor on the side.
So, and that's, you know, growninto a very successful business.
And she just jumped right into it, travelsfor passion and she's like, “Oh I’m gonna-”
You know why I think this is?This is what I think.
Men compete in sports.
Girls are not traditionally,we don't do that.

(01:07:49):
Growing up,so men know the art of playing.
They know the art of,
“Well, the coach says I can do itso I can do it.”
So, you know,they have those people around them that,
they're treated differently.
Some of it is just because of those,you know,
generational roles that we haveor those gender roles that we have.

(01:08:10):
But some of it is generational,as it's reinforced, in us.
I agree, I sit here,I go, well, yeah, I, I've got to try.
If I don't try, then I can't do it.
And I've changed thateven from trying and going.
No, I just, I got,I got to go do it, I have to do it.
And I think that most womendon't think that way.

(01:08:31):
Yeah. So I don't know who wrote that book.
I made a note of itbecause I want to go look it up and - and
it sounds like every woman I've met,It - it's great.
It was very insightful.
I actually was in a leadership classwhere I did
a, a book reportkind of on it, and, it was, Did you pick
the book or was it assigned?It was assigned to the group.

(01:08:52):
Okay.
And, but I just got a lot out of it,and I think it was at the,
Y’know, it was,
meaningful to me because of the powerful,strong women that surround me.
And it was somethingI had never talked to them about.
I didn't know, obviously.I had a conversation afterwards.
Like, have you ever felt this?Right.
And is this,you know, something that creeps up,
or have you met other womenthat feel this way?

(01:09:14):
So, I've also worked for an extremely,capable, strong leader,
Triscia Edris,who is, a proponent of women's leadership.
And she, leads a women's groupat the, the, at AdventHealth.
And she, that's one of herpassions is making sure
to - to set women up for successand really support them.

(01:09:35):
So I think that it really gave mesome insight that I hadn't had before.
And, you know, thinking about what,
trying to circleback to kind of the original question.
Yeah. Thanks.
Yeah, Yeah.
What can go wrong?
The, I think that being authentic to what,you know,

(01:09:55):
what you want to lead, what you want to bemaster of versus trying to, let's say,
be a professional leader, which is,
just kind of, “I'm going to run teams.
I don't need to knowthe thing that my team knows.”
I tend to,and I think that my generation tends
to be in the mastery camp so that, it

(01:10:18):
and it's, it's almost like, well,I want to make sure that it's done right.
And I want to make sureI know how to do it right.
And so,
and I think that there's probably morereluctant leaders in our generation
where they're like,I'm not looking to be a leader. Yeah that’s true.
And those are probably the peoplewho should be leading. It’s true.
Yeah. Not the ones that are like, please pick me.
Like, pick me.
So, you know,those are the I think the ethical,

(01:10:42):
issues.
We might see where people are relyingfully on AI and those kinds of tools
to craft who they areversus people who are using it as a tool
to make them better andand give them more mastery at their craft.
I believe you were spot on. Yes. Spot on.
So last question.
What is the best mentoring advicethat you want to share

(01:11:03):
with our listeners about the future?
So I recently,
got some advice from my, my leader, Trish,and it was,
it's something that I've been thinkingabout a lot, and I don't know that I fully
have connected the dots with it,but I think it's a powerful message.
Sometimes as you'regrowing in your career,

(01:11:25):
the things that you learned forthe last role
might need to be left behindfor the next time.
And where I'm - I'm having troubleconnecting the dots
is figuring out what those things areso I think in my younger days,
I thought thatall of the things that I was doing that,

(01:11:47):
that made, people around me
appreciate me or made them laughwere the things that gave me value.
And I needed to take that and just buildthis kind of suitcase full of things,
that I took with meto every step of the way.
And I think that that suitcasegets a little bit heavy.

(01:12:07):
And sometimes those things
may read differently at different levels.
And so it's been important for meto try to figure out
as I'm meeting with different peopleat different levels,
going from maybe meeting with team memberswho are doers and instead meeting
with CEOs and founders, those are twoprobably different conversation types,

(01:12:31):
although I want to be authentic inboth areas,
I need to realize thatthere are certain things
you bring to one conversationand not the other.
So I think that that was extremelyimportant advice that I received from her.
And, you know, she's always beena mentor of mine, throughout my career.
And we've been very fortunate enoughto work together for much of it.
So that's, that's somethingthat I'll continue to, to look at.

(01:12:55):
I really like that.
And you and I hada conversation yesterday,
and what you just said now was something
that I was hearing in my head.
You didn't say these words yesterday.
You didn't say it at all.
But, you did say it without even realizingit didn't have to be the words.
It was something else.

(01:13:16):
So it was your own flair. Your own style.
But I think that that's significantbecause what Trish said
to, to you is something that most people
don'tthink about and that's significant too. Yeah.
I think it's profound.
And I think that the factthat she's had a similar

(01:13:38):
eclectic career at the organizationwhere she's had many different roles
because she jumped right inbecause she said, “I can do that.”
I think that that has given herthe confidence,
and she's got a really unique perspective
on how to grow within an organization.
And, what it takes to, to be successfulin different settings.

(01:14:01):
Yeah. Well, I want to thank you so much.
How can people reach out to you?
We usually give a LinkedIn profile,and then you shared with me
that you also have your own website. Sure.
So but how do you want peopleto contact you?
I'm easy to find.
I think LinkedIn is probably a great wayto message me if you've,
if you want to meet, talk, speak, my, my websitekind of gives you

(01:14:22):
an idea of the work that I've doneand the things that I'm passionate about.
So Say the name of the website.
Enricomarcelino.com. Okay.
So it's kind of a portfolio of, of things,but there's also some contact
info there. But LinkedIn is,
yeah, I'm very active on LinkedIn.
And so if you want to, hit me upthere I'd be happy to chat.
Oh well that's wonderful.
I want to thank you so muchfor being a guest on the show.

(01:14:44):
Today was, it was really good.
It was a really good experience, for me.
I know it's going to be greatfor my listeners, so thank you so much.
Thank you.
Really.
It's a pleasure to be here. Great.
Thank you
to our sponsor, Cat 5 Studios,and thank you to our video production and editing team,
Erika Ulman and Gavin Staley.
Music is by Sophie Lloyd.
The Intern Whisperer is brought to you by Employers 4 Change,

(01:15:08):
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(01:15:28):
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