August 10, 2025 • 16 mins
Analytics expert Dov Greenberg, founder of Boosted Analytical, reveals how data management transforms skilled nursing facility operations and improves patient care. Specializing in Payroll-Based Journal (PBJ) compliance, Greenberg demonstrates how proper data handling directly impacts star ratings, reimbursement, and ultimately the quality of care provided to residents.
• Processing millions of rows of data to track staffing compliance in nursing homes
• Converting complex analytics into actionable steps for healthcare administrators
• Helping facilities improve star ratings through better data management and reporting
• Reducing reliance on agency staff through strategic data analysis
• Creating customized reports that solve real staffing challenges
• Bringing an Orthodox Jewish background and rabbinic training to business leadership
• Emphasizing productivity as both a personal value and business principle
• Encouraging entrepreneurship and small business development
Find Tove Greenberg at boostedanalytical.com or on LinkedIn where he regularly shares PBJ tips and tricks.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
This episode of let's Get Comfy was brought to you by
Evolutionary Healthcare.
Caring is what we do.
Welcome to the let's Get Comfypodcast.
Thank you for joining us here.
I'm your host, norman Harris,ceo of Comfort Measures
Consulting, and I have awonderful gentleman with me
today.
He came all the way down fromup north.
(00:20):
I'm going to let him tell youwhere he's from His own
introduction, like I always do,to my right, I have Tove
Greenberg.
Speaker 2 (00:29):
Yes, and I made it all the way down.
Actually it was a prettydifficult trip.
They actually took us off theplane and back on the plane and
a different plane and canceledsomeone else's flight.
But thank God we made it downhere and that's what's great,
because the Florida HealthcareAssociation Conference is
fantastic.
Speaker 1 (00:44):
Yes, sir.
Speaker 2 (00:45):
There's so many wonderful people to meet, like
you.
Speaker 1 (00:47):
Thank you, man.
Thank you Well, mr Greenberg.
First off, when I saw yourbusiness, your organization
Boosted Analytical, I definitelywas intrigued because I've
never seen an analytic company.
But then, when I spoke with youand you told me how many
facilities you provide oversightof, that was very inspiring and
intriguing to me.
(01:10):
And then you are also anentrepreneur yourself, so I know
the difficulties and thepersistence and consistency you
have to display to build anorganization.
But if you could tell me howdid you build your company from
the ground up and what inspiredyou?
Speaker 2 (01:25):
did you build your company from the ground up and
what inspired you?
So I had a little bit of abackground maybe a little bit
more than a little bit of abackground in the space that I'm
in now, providing analytic,analytical support.
That's the way I would say it.
So there's a lot of analyticsout there in the market today,
but most of it it comes in thecomes to the end user as a
software, and the problem isthat the end user doesn't know
necessarily what to do with allthose numbers.
(01:46):
So if you can have someone whounderstands the numbers and how
the data plays out and then talkto the people in the business,
decision makers, speak theirlanguage and say, hey, based on
the data, this is what you needto do.
You can really really helpdrive outcomes and that's our
overall approach.
But I've had a background righthere in this and what we focus
(02:07):
on now, which is PBJ.
Pbj is payroll-based journal, sothat's labor compliance in
nursing homes Pretty heavy data.
Average nursing home issubmitting 6,000 to 10,000 rows
of data to the federalgovernment every single quarter
and if you figure that thefederal government takes some of
that data and they track sixquarters worth for a single
nursing home.
So you're talking about asingle nursing home is running
(02:29):
between 40 and 60,000 rows ofdata Federal government is
tracking at any given point intime.
Now we start doing that fordozens and hundreds of buildings
that we're supporting right now.
Yes, sir, so that's manymillions of rows of data and you
really want to be able to be ontop of that and, like I said,
make it actionable, becausethat's the most important.
Speaker 1 (02:46):
I know, but my thing is what I guess drew you to the
analytic.
I guess industry and sector ofthings, because the first thing
is people will always, I guess,consider or think about care
right, Direct care and howyou're taking care of the
patient, quality of care but noone ever could probably consider
(03:07):
statistical data and how itsupports.
So if you can explain to ouraudience today how your
analytics and your data actuallyhelp improve skilled nursing
facilities, Okay.
Speaker 2 (03:18):
So the truth, honest truth, is that when I started in
this industry, I wasn't lookingto get into the skilled nursing
industry.
I was starting in analytics.
I was in Georgia Tech.
I was in the middle of gettingmy master's in analytics.
I dropped out subsequently whenI got into this industry, but
really I was just.
You know, my background is inanalytics but, like I said, main
(03:39):
focus is always trying to useit to help the end user.
Now, ultimately, in a skillednursing facility, if you could
have someone help you.
So I mean, I'll give you apretty basic example.
Okay, if you have some data,good data, and your good data
helps you.
Let's say, get agencies out ofyour building.
Well, if your agencies arereduced, that means that your
(04:02):
labor cost comes down and youmight have extra money to spend
on staff.
So if now you have, let's say,10 CNAs in the building and
three of them are agency, if youknock out agency, you can
probably get 11 CNAs in thebuilding.
At the same time, it'll becheaper than your 10 with the
three agency.
So you're giving better carebecause you've got a better
ratio of staff to residents.
(04:23):
That's true, and it's allbecause you had some good data
that maybe helped you make thosedecisions.
Speaker 1 (04:28):
Right?
Well, that is really true.
Yes, to utilize that.
So are you able to share ourresults from a client you know,
a success story you can share?
Speaker 2 (04:35):
Yeah, of course.
So again, our main focus rightnow is payroll-based journal,
which is this governmentreporting.
So what we do is we're able toprovide fantastic reports and,
of course, support, because thatsupport is critical where our
team reaches out to buildingsand helps them identify areas
where they're missing hours.
So payroll-based journal isjust, you know, for those who
(04:57):
are not familiar with itbasically means that the federal
government wants to make surethat there's enough staff in the
nursing home and then they getrated based on the ratio of
staff to residents and alsobased on the turnover, which is
a complex ratio calculation,actually the way they calculate
it.
Now, because we help them trackit, we've seen some of our,
some of our clients go from onestar rating on staffing to two
(05:20):
star, or two stars to four stars, and that can really impact
them.
It impacts the reimbursement,of course.
If they have higherreimbursement, there's more
money to go around, and moremoney to go around means,
eventually, better care.
So that's that's what that'swhat that's, you know obviously
there's probably someone who'srunning a business probably
(05:41):
wants to get paid too and wantsto keep it a profitable business
.
But I would say on both endsthat we've seen those successes.
So, but more, but reallyspecifically on the star ratings
, we've seen many, manybuildings.
We have a client with 14 homes.
When they came to us, two ofthem were a two-star and the
rest were one-star.
Now I think seven of them arealready up to a two-star and
that's through our reporting,being proactive, figuring out
(06:01):
how to really navigate thecomplexities of how CMS looks at
that data.
Speaker 1 (06:05):
Yes, sir, and that's going to lead to my next
question how do you take complexdata and assist the facility to
put it into actionable steps?
Speaker 2 (06:14):
So the answer is really again same point, which
is there's the complex data.
You need to have good reporting, so whoever is working through
those numbers has to understandwhat the end result reporting
should look like.
So we do our own reportingin-house.
All of our reporting is builtby our developers and pretty
much everyone on my team codes.
Speaker 1 (06:34):
Got it.
Speaker 2 (06:35):
So, yeah, we all code , so we build all our reports in
house, but ultimately the nextstep is having one of those
people who understands thosereports get on the phone with an
administrator and say, hey, youhad six, you had six nurses
that haven't worked in 30 days.
Cms is going to look at them asturned over If they don't come
back in.
Why don't you get them to comeback in and you'll have better
(06:56):
scores?
It looks to us like you have ahole on the weekends.
It looks like you didn't staffand you're going to get dinged
for that, for not staffing.
No, of course we staffed.
It was the regional who wascovering.
Wait a second, did you takecredit for your regional hours?
Oh, you're right, we didn'ttake credit.
(07:18):
And it's again a combination ofgood reporting but also people
that understand the reports,going and taking that reporting
and talking to the end user,because ultimately, if the end
user cannot use the data, thedata is worthless, worthless now
on your jacket.
Speaker 1 (07:28):
There you have a pin that says pbj master right.
So yes, if you have a clientout there right now, today, als,
you work with those.
Speaker 2 (07:38):
No, only skilled, nursing facilities.
Yes, correct.
Speaker 1 (07:41):
So skilled nursing facilities that are needing
someone to help them withimprovement in their reporting,
their data, labor management aswell.
Why should they come to the PBJMaster at Boosted Analytica?
Speaker 2 (07:53):
Okay.
So that's a great question andthe real answer is that it
depends on their needs.
So what we find with a lot ofpeople is that PPJ just becomes
tedious.
I was at the Iowa HealthcareAssociation Conference and I was
sitting in the hotel lobby andI met one of the administrators
there.
She says so what do youspecialize in?
I said PPJ.
She says why, why do you dothat to yourself?
(08:16):
It's such a pain.
Pbj is such a pain, why wouldyou want to deal with that?
And I said well, we specializein it and for us it's not as
much of a pain.
It's still tedious, it's stillcomplex, but because we have
good reporting and because wehave a good system and process,
because process process iscrucial when you're dealing with
many tedious, you know missingpieces and parts all over the
(08:37):
place.
You have a good process, youhave good reporting, so we're
able to work with it, and so fora lot of clients it's really
just about taking that pain awayfrom them, because you have
another show.
We had a corporate HR directorwho was doing PBJ herself.
I sit there.
I said hey, when you focus onPBJ for two weeks out of the
quarter, who's double checkingyour facility payroll.
(08:58):
She said well, honestly, nobodydouble checks the facility
payroll.
I said well, that's pretty bad,because that's your job, to
double check facility payrolland you may be paying people
money that they're not supposedto get paid.
And she said I agree with you.
So sometimes it's a question ofjust focusing resources where
it's best and then other timesit's just expertise, because
there are all those nitty grittynuances.
Cms changes the rules all thetime.
(09:19):
They just released some newspecifications a couple of weeks
ago.
I get written up in McKnight'severy so often, so McKnight's
reaches out to me.
McKnight's long-term care news.
So I became friends with someof the people there, and
sometimes we discuss some of thechanges.
I want to be friends with someof the people there and
sometimes we discuss some of thechanges.
I want to be friends with them.
Introduce me, though.
(09:40):
Maybe, maybe, okay, yeah, reachout.
Speaker 1 (09:44):
Maybe we'll send an email.
One thing I can just feel rightnow You're really passionate
about what you do in yourorganization.
That's a lot of times thespirit that people need to.
If you want to partner withsomebody, you want someone to
take pride in their work.
Speaker 2 (09:58):
A hundred percent.
Speaker 1 (09:58):
They got to bring that passion A hundred percent
when they're partnering right Ahundred percent.
I want a partner that ispassionate about what they bring
to the table and theirreputation matters to them my
reputation, is everything.
Speaker 2 (10:09):
Yes, sir, my reputation is really everything,
and that's so, so important.
And what I say is sometimes youwant to deal with a small
business.
We're a small business eventhough we work with hundreds of
facilities.
It's not you know, I'm not thisbig corporation of hundreds of
employees.
We're still, at the moment,we're still under 10 employees,
(10:32):
even once we grow, god willing,and we'll be 20, 30, 40
employees.
That's not all that large,something that we can really and
we really do take that pride inour work.
Everyone on our team takespride in their work by us.
There's no one who's justcoming in and shuffling papers.
You either take pride in yourwork or go find a job somewhere
(10:53):
else.
You won't be able to boost theanalytics.
Yeah, you're not going to boostthe analytics.
We actually have a lot ofpart-timers who we actually have
some teachers who work for us,so their teaching salary doesn't
really cover the bills, but sotheir teaching salary doesn't
really cover the bills, but theyhave a passion for teaching, so
they teach part-time and thenthey work for us part-time.
They're really smart, so thisway they're able to use their
talents somewhat to educate theyoung, but also somewhat to make
(11:16):
money and bring some money homefor their families.
Very true man, that's good.
Speaker 1 (11:21):
So just from a standpoint and I'm going more
about you as a person- yes.
If you could share with uswhere you're from and what value
you would say from yourchildhood that you still carry
today.
Speaker 2 (11:32):
Okay, so I grew up in Rockland County it's about an
hour north of New York City andyou know, I mean I had a pretty
typical Orthodox Jewishupbringing, which means that I,
you know, I was in school, I, Iwas in school, um, until I was
30, actually.
So I, I didn't get my first jobuntil I was 30 years old.
(11:53):
I was I'm actually an ordainedrabbi.
So I was, I was, I.
I I studied higher educationfor many, many, many years until
until I was about 30 years old.
Um, I think a lot of thosevalues do stick with me, because
really making focus being aproduct, what I would say is
being productive.
One thing my dad always used tosay is that the most precious
commodity is time, because timedoesn't come back.
We see so many people today inthe world and they're walking
(12:14):
around and they're killing time.
You only get one chance at life.
You're killing time.
You know what you're doing.
You're killing yourself becausethat's all you got.
All you got is the time thatyou have on this world.
Okay, you want to spend a fewminutes to relax, to recharge?
Of course you should do that,but be productive.
Be there.
Be there for your family, bethere for your neighborhood.
Be there for others, be therefor yourself, but be productive,
(12:38):
and that's so important.
That's something that my dad wassuch a productive man.
He died.
He was, you know, he died.
He was one of the.
It was a COVID cat.
He was a COVID casualty rightin the first wave of COVID uh,
april of 2020, but he was such aproductive person and I always
said I can't imagine what hewould look like when he would
retire, cause I couldn't imaginehim ever retiring because he
was so productive.
(12:58):
He just he was always doingthings, he was always busy, and
that's something that I reallytry to take with me, that,
wherever I am, if it's at home,my wives and kids, if it's in my
neighborhood local charitiesand various organizations I try
to help out with or it's in mybusiness we just try to be
productive and that's soimportant to me.
Yes sir, yes sir.
Speaker 1 (13:17):
Well, thank you, and as we wrap up here, mr Buehberg,
I want to say to you a questionI want to ask is what's your
definition of successful?
In short, short, brief, what'syour?
Speaker 2 (13:28):
definition Successful ?
It really goes back to the lastquestion.
Successful is productive.
Speaker 1 (13:32):
Exactly Productive.
I didn't mean to say thatthat's successful.
Speaker 2 (13:36):
Well, most people you will see that are successful.
They're productive.
They feel like they'reutilizing their time in this
world wisely.
It can be a thousand million orthere's a million different
ways you can do it, but thepoint is they're being
productive, they're using theirtalents.
I think it's really, reallyimportant.
I'm a big fan of there'ssomething called Clifton
Strengths.
It's from Gallup.
I don't know if you're familiarwith that, so that's a big.
(13:58):
They make a big push that inyour career, you should focus on
your strengths.
Play to your strengths.
That's a Harry Potter referenceright.
Play to your strengths.
Always play to your strengths,don't play to your weaknesses.
Recognize your weaknesses,don't let them destroy you, but
play to your strengths.
And if you can play to yourstrengths and be productive,
you're going to make an impactin the world.
(14:19):
True, and that's you know, andthat's that's the way I see it.
And I see tons of people, tonsof people here.
Hey, look at you.
We see so many people who arethey're just doing good things,
they're pushing forward, notjust, you know, sitting around
sitting around sitting on thecurb watching Netflix the whole
day.
You know again, like I said, yougot to recharge, you got to
rejuvenate, but remember you'renot.
You know your hands are worthto be a productive human being.
(14:39):
You've got so much innatetalent within you.
Unleash it.
Speaker 1 (14:43):
Yes, sir.
So final message to theaudience.
What do you say to the audience?
Speaker 2 (14:47):
Final message to the audience is really thank you.
Thank you for watching.
I hope this was interesting toyou.
What I would say is that wedidn't get to speak so much
about business.
One thing that I am alsopassionate about is small
business and entrepreneurship.
I think there's so many.
There's's really really tons ofopportunity for people.
(15:09):
Again, many people like workingin bigger corporations and
that's better for them, but ifyou are an entrepreneur, it's
really really not that hard ifyou're willing to go wear a few
hats, because that's what youhave to do as an entrepreneur.
Sometimes you got to build achair and sometimes you got to
connect the light.
Sometimes you got to do somemarketing, some finance, finance
some operations, someefficiencies.
But if you're willing to dothose many things, small
(15:29):
business is really reallypowerful and especially in the
United States of America the SBAand all the resources I think
it's a fantastic opportunity forso many.
Speaker 1 (15:38):
Yes sir, yes sir.
Well, thank you for doing thisplatform If you'll let the
audience know as well where theycan find you, your website.
Yes, sir.
Speaker 2 (15:45):
Yeah, so we can be found.
We have a website.
It's calledboostedanalyticalcom.
I'm also pretty active onLinkedIn.
I try to post a video or somePBJ tips or tricks about once a
week, so that's really the bestplace to find us either LinkedIn
or boostedanalyticalcom.
Speaker 1 (16:00):
Thank you, sir.
Well, thank you for joining theplatform.
Once again, thank you fortuning in for the let's Get
Comfy podcast and CMC Media.
Please subscribe on YouTubeAlso.
You can find us on all yourfavorite podcast platforms.
Check us out oncomfortmeasuresconsultantcom.
Until next time, thank you.
Thank you, man.
Thank you, man.
(16:20):
This episode of let's Get Comfywas brought to you by
Evolutionary Healthcare.
Caring is what we do.
This episode of let's Get Comfy was brought to you by
Evolutionary Healthcare.
Caring is what we do.
Welcome to the let's Get Comfypodcast.
Thank you for joining us here.
I'm your host, norman Harris,ceo of Comfort Measures
Consulting, and I have awonderful gentleman with me
today.
He came all the way down fromup north.
(00:20):
I'm going to let him tell youwhere he's from His own
introduction, like I always do,to my right, I have Tove
Greenberg.
Speaker 2 (00:29):
Yes, and I made it all the way down.
Actually it was a prettydifficult trip.
They actually took us off theplane and back on the plane and
a different plane and canceledsomeone else's flight.
But thank God we made it downhere and that's what's great,
because the Florida HealthcareAssociation Conference is
fantastic.
Speaker 1 (00:44):
Yes, sir.
Speaker 2 (00:45):
There's so many wonderful people to meet, like
you.
Speaker 1 (00:47):
Thank you, man.
Thank you Well, mr Greenberg.
First off, when I saw yourbusiness, your organization
Boosted Analytical, I definitelywas intrigued because I've
never seen an analytic company.
But then, when I spoke with youand you told me how many
facilities you provide oversightof, that was very inspiring and
intriguing to me.
(01:10):
And then you are also anentrepreneur yourself, so I know
the difficulties and thepersistence and consistency you
have to display to build anorganization.
But if you could tell me howdid you build your company from
the ground up and what inspiredyou?
Speaker 2 (01:25):
did you build your company from the ground up and
what inspired you?
So I had a little bit of abackground maybe a little bit
more than a little bit of abackground in the space that I'm
in now, providing analytic,analytical support.
That's the way I would say it.
So there's a lot of analyticsout there in the market today,
but most of it it comes in thecomes to the end user as a
software, and the problem isthat the end user doesn't know
necessarily what to do with allthose numbers.
(01:46):
So if you can have someone whounderstands the numbers and how
the data plays out and then talkto the people in the business,
decision makers, speak theirlanguage and say, hey, based on
the data, this is what you needto do.
You can really really helpdrive outcomes and that's our
overall approach.
But I've had a background righthere in this and what we focus
(02:07):
on now, which is PBJ.
Pbj is payroll-based journal, sothat's labor compliance in
nursing homes Pretty heavy data.
Average nursing home issubmitting 6,000 to 10,000 rows
of data to the federalgovernment every single quarter
and if you figure that thefederal government takes some of
that data and they track sixquarters worth for a single
nursing home.
So you're talking about asingle nursing home is running
(02:29):
between 40 and 60,000 rows ofdata Federal government is
tracking at any given point intime.
Now we start doing that fordozens and hundreds of buildings
that we're supporting right now.
Yes, sir, so that's manymillions of rows of data and you
really want to be able to be ontop of that and, like I said,
make it actionable, becausethat's the most important.
Speaker 1 (02:46):
I know, but my thing is what I guess drew you to the
analytic.
I guess industry and sector ofthings, because the first thing
is people will always, I guess,consider or think about care
right, Direct care and howyou're taking care of the
patient, quality of care but noone ever could probably consider
(03:07):
statistical data and how itsupports.
So if you can explain to ouraudience today how your
analytics and your data actuallyhelp improve skilled nursing
facilities, Okay.
Speaker 2 (03:18):
So the truth, honest truth, is that when I started in
this industry, I wasn't lookingto get into the skilled nursing
industry.
I was starting in analytics.
I was in Georgia Tech.
I was in the middle of gettingmy master's in analytics.
I dropped out subsequently whenI got into this industry, but
really I was just.
You know, my background is inanalytics but, like I said, main
(03:39):
focus is always trying to useit to help the end user.
Now, ultimately, in a skillednursing facility, if you could
have someone help you.
So I mean, I'll give you apretty basic example.
Okay, if you have some data,good data, and your good data
helps you.
Let's say, get agencies out ofyour building.
Well, if your agencies arereduced, that means that your
(04:02):
labor cost comes down and youmight have extra money to spend
on staff.
So if now you have, let's say,10 CNAs in the building and
three of them are agency, if youknock out agency, you can
probably get 11 CNAs in thebuilding.
At the same time, it'll becheaper than your 10 with the
three agency.
So you're giving better carebecause you've got a better
ratio of staff to residents.
(04:23):
That's true, and it's allbecause you had some good data
that maybe helped you make thosedecisions.
Speaker 1 (04:28):
Right?
Well, that is really true.
Yes, to utilize that.
So are you able to share ourresults from a client you know,
a success story you can share?
Speaker 2 (04:35):
Yeah, of course.
So again, our main focus rightnow is payroll-based journal,
which is this governmentreporting.
So what we do is we're able toprovide fantastic reports and,
of course, support, because thatsupport is critical where our
team reaches out to buildingsand helps them identify areas
where they're missing hours.
So payroll-based journal isjust, you know, for those who
(04:57):
are not familiar with itbasically means that the federal
government wants to make surethat there's enough staff in the
nursing home and then they getrated based on the ratio of
staff to residents and alsobased on the turnover, which is
a complex ratio calculation,actually the way they calculate
it.
Now, because we help them trackit, we've seen some of our,
some of our clients go from onestar rating on staffing to two
(05:20):
star, or two stars to four stars, and that can really impact
them.
It impacts the reimbursement,of course.
If they have higherreimbursement, there's more
money to go around, and moremoney to go around means,
eventually, better care.
So that's that's what that'swhat that's, you know obviously
there's probably someone who'srunning a business probably
(05:41):
wants to get paid too and wantsto keep it a profitable business
.
But I would say on both endsthat we've seen those successes.
So, but more, but reallyspecifically on the star ratings
, we've seen many, manybuildings.
We have a client with 14 homes.
When they came to us, two ofthem were a two-star and the
rest were one-star.
Now I think seven of them arealready up to a two-star and
that's through our reporting,being proactive, figuring out
(06:01):
how to really navigate thecomplexities of how CMS looks at
that data.
Speaker 1 (06:05):
Yes, sir, and that's going to lead to my next
question how do you take complexdata and assist the facility to
put it into actionable steps?
Speaker 2 (06:14):
So the answer is really again same point, which
is there's the complex data.
You need to have good reporting, so whoever is working through
those numbers has to understandwhat the end result reporting
should look like.
So we do our own reportingin-house.
All of our reporting is builtby our developers and pretty
much everyone on my team codes.
Speaker 1 (06:34):
Got it.
Speaker 2 (06:35):
So, yeah, we all code , so we build all our reports in
house, but ultimately the nextstep is having one of those
people who understands thosereports get on the phone with an
administrator and say, hey, youhad six, you had six nurses
that haven't worked in 30 days.
Cms is going to look at them asturned over If they don't come
back in.
Why don't you get them to comeback in and you'll have better
(06:56):
scores?
It looks to us like you have ahole on the weekends.
It looks like you didn't staffand you're going to get dinged
for that, for not staffing.
No, of course we staffed.
It was the regional who wascovering.
Wait a second, did you takecredit for your regional hours?
Oh, you're right, we didn'ttake credit.
(07:18):
And it's again a combination ofgood reporting but also people
that understand the reports,going and taking that reporting
and talking to the end user,because ultimately, if the end
user cannot use the data, thedata is worthless, worthless now
on your jacket.
Speaker 1 (07:28):
There you have a pin that says pbj master right.
So yes, if you have a clientout there right now, today, als,
you work with those.
Speaker 2 (07:38):
No, only skilled, nursing facilities.
Yes, correct.
Speaker 1 (07:41):
So skilled nursing facilities that are needing
someone to help them withimprovement in their reporting,
their data, labor management aswell.
Why should they come to the PBJMaster at Boosted Analytica?
Speaker 2 (07:53):
Okay.
So that's a great question andthe real answer is that it
depends on their needs.
So what we find with a lot ofpeople is that PPJ just becomes
tedious.
I was at the Iowa HealthcareAssociation Conference and I was
sitting in the hotel lobby andI met one of the administrators
there.
She says so what do youspecialize in?
I said PPJ.
She says why, why do you dothat to yourself?
(08:16):
It's such a pain.
Pbj is such a pain, why wouldyou want to deal with that?
And I said well, we specializein it and for us it's not as
much of a pain.
It's still tedious, it's stillcomplex, but because we have
good reporting and because wehave a good system and process,
because process process iscrucial when you're dealing with
many tedious, you know missingpieces and parts all over the
(08:37):
place.
You have a good process, youhave good reporting, so we're
able to work with it, and so fora lot of clients it's really
just about taking that pain awayfrom them, because you have
another show.
We had a corporate HR directorwho was doing PBJ herself.
I sit there.
I said hey, when you focus onPBJ for two weeks out of the
quarter, who's double checkingyour facility payroll.
(08:58):
She said well, honestly, nobodydouble checks the facility
payroll.
I said well, that's pretty bad,because that's your job, to
double check facility payrolland you may be paying people
money that they're not supposedto get paid.
And she said I agree with you.
So sometimes it's a question ofjust focusing resources where
it's best and then other timesit's just expertise, because
there are all those nitty grittynuances.
Cms changes the rules all thetime.
(09:19):
They just released some newspecifications a couple of weeks
ago.
I get written up in McKnight'severy so often, so McKnight's
reaches out to me.
McKnight's long-term care news.
So I became friends with someof the people there, and
sometimes we discuss some of thechanges.
I want to be friends with someof the people there and
sometimes we discuss some of thechanges.
I want to be friends with them.
Introduce me, though.
(09:40):
Maybe, maybe, okay, yeah, reachout.
Speaker 1 (09:44):
Maybe we'll send an email.
One thing I can just feel rightnow You're really passionate
about what you do in yourorganization.
That's a lot of times thespirit that people need to.
If you want to partner withsomebody, you want someone to
take pride in their work.
Speaker 2 (09:58):
A hundred percent.
Speaker 1 (09:58):
They got to bring that passion A hundred percent
when they're partnering right Ahundred percent.
I want a partner that ispassionate about what they bring
to the table and theirreputation matters to them my
reputation, is everything.
Speaker 2 (10:09):
Yes, sir, my reputation is really everything,
and that's so, so important.
And what I say is sometimes youwant to deal with a small
business.
We're a small business eventhough we work with hundreds of
facilities.
It's not you know, I'm not thisbig corporation of hundreds of
employees.
We're still, at the moment,we're still under 10 employees,
(10:32):
even once we grow, god willing,and we'll be 20, 30, 40
employees.
That's not all that large,something that we can really and
we really do take that pride inour work.
Everyone on our team takespride in their work by us.
There's no one who's justcoming in and shuffling papers.
You either take pride in yourwork or go find a job somewhere
(10:53):
else.
You won't be able to boost theanalytics.
Yeah, you're not going to boostthe analytics.
We actually have a lot ofpart-timers who we actually have
some teachers who work for us,so their teaching salary doesn't
really cover the bills, but sotheir teaching salary doesn't
really cover the bills, but theyhave a passion for teaching, so
they teach part-time and thenthey work for us part-time.
They're really smart, so thisway they're able to use their
talents somewhat to educate theyoung, but also somewhat to make
(11:16):
money and bring some money homefor their families.
Very true man, that's good.
Speaker 1 (11:21):
So just from a standpoint and I'm going more
about you as a person- yes.
If you could share with uswhere you're from and what value
you would say from yourchildhood that you still carry
today.
Speaker 2 (11:32):
Okay, so I grew up in Rockland County it's about an
hour north of New York City andyou know, I mean I had a pretty
typical Orthodox Jewishupbringing, which means that I,
you know, I was in school, I, Iwas in school, um, until I was
30, actually.
So I, I didn't get my first jobuntil I was 30 years old.
(11:53):
I was I'm actually an ordainedrabbi.
So I was, I was, I.
I I studied higher educationfor many, many, many years until
until I was about 30 years old.
Um, I think a lot of thosevalues do stick with me, because
really making focus being aproduct, what I would say is
being productive.
One thing my dad always used tosay is that the most precious
commodity is time, because timedoesn't come back.
We see so many people today inthe world and they're walking
(12:14):
around and they're killing time.
You only get one chance at life.
You're killing time.
You know what you're doing.
You're killing yourself becausethat's all you got.
All you got is the time thatyou have on this world.
Okay, you want to spend a fewminutes to relax, to recharge?
Of course you should do that,but be productive.
Be there.
Be there for your family, bethere for your neighborhood.
Be there for others, be therefor yourself, but be productive,
(12:38):
and that's so important.
That's something that my dad wassuch a productive man.
He died.
He was, you know, he died.
He was one of the.
It was a COVID cat.
He was a COVID casualty rightin the first wave of COVID uh,
april of 2020, but he was such aproductive person and I always
said I can't imagine what hewould look like when he would
retire, cause I couldn't imaginehim ever retiring because he
was so productive.
(12:58):
He just he was always doingthings, he was always busy, and
that's something that I reallytry to take with me, that,
wherever I am, if it's at home,my wives and kids, if it's in my
neighborhood local charitiesand various organizations I try
to help out with or it's in mybusiness we just try to be
productive and that's soimportant to me.
Yes sir, yes sir.
Speaker 1 (13:17):
Well, thank you, and as we wrap up here, mr Buehberg,
I want to say to you a questionI want to ask is what's your
definition of successful?
In short, short, brief, what'syour?
Speaker 2 (13:28):
definition Successful ?
It really goes back to the lastquestion.
Successful is productive.
Speaker 1 (13:32):
Exactly Productive.
I didn't mean to say thatthat's successful.
Speaker 2 (13:36):
Well, most people you will see that are successful.
They're productive.
They feel like they'reutilizing their time in this
world wisely.
It can be a thousand million orthere's a million different
ways you can do it, but thepoint is they're being
productive, they're using theirtalents.
I think it's really, reallyimportant.
I'm a big fan of there'ssomething called Clifton
Strengths.
It's from Gallup.
I don't know if you're familiarwith that, so that's a big.
(13:58):
They make a big push that inyour career, you should focus on
your strengths.
Play to your strengths.
That's a Harry Potter referenceright.
Play to your strengths.
Always play to your strengths,don't play to your weaknesses.
Recognize your weaknesses,don't let them destroy you, but
play to your strengths.
And if you can play to yourstrengths and be productive,
you're going to make an impactin the world.
(14:19):
True, and that's you know, andthat's that's the way I see it.
And I see tons of people, tonsof people here.
Hey, look at you.
We see so many people who arethey're just doing good things,
they're pushing forward, notjust, you know, sitting around
sitting around sitting on thecurb watching Netflix the whole
day.
You know again, like I said, yougot to recharge, you got to
rejuvenate, but remember you'renot.
You know your hands are worthto be a productive human being.
(14:39):
You've got so much innatetalent within you.
Unleash it.
Speaker 1 (14:43):
Yes, sir.
So final message to theaudience.
What do you say to the audience?
Speaker 2 (14:47):
Final message to the audience is really thank you.
Thank you for watching.
I hope this was interesting toyou.
What I would say is that wedidn't get to speak so much
about business.
One thing that I am alsopassionate about is small
business and entrepreneurship.
I think there's so many.
There's's really really tons ofopportunity for people.
(15:09):
Again, many people like workingin bigger corporations and
that's better for them, but ifyou are an entrepreneur, it's
really really not that hard ifyou're willing to go wear a few
hats, because that's what youhave to do as an entrepreneur.
Sometimes you got to build achair and sometimes you got to
connect the light.
Sometimes you got to do somemarketing, some finance, finance
some operations, someefficiencies.
But if you're willing to dothose many things, small
(15:29):
business is really reallypowerful and especially in the
United States of America the SBAand all the resources I think
it's a fantastic opportunity forso many.
Speaker 1 (15:38):
Yes sir, yes sir.
Well, thank you for doing thisplatform If you'll let the
audience know as well where theycan find you, your website.
Yes, sir.
Speaker 2 (15:45):
Yeah, so we can be found.
We have a website.
It's calledboostedanalyticalcom.
I'm also pretty active onLinkedIn.
I try to post a video or somePBJ tips or tricks about once a
week, so that's really the bestplace to find us either LinkedIn
or boostedanalyticalcom.
Speaker 1 (16:00):
Thank you, sir.
Well, thank you for joining theplatform.
Once again, thank you fortuning in for the let's Get
Comfy podcast and CMC Media.
Please subscribe on YouTubeAlso.
You can find us on all yourfavorite podcast platforms.
Check us out oncomfortmeasuresconsultantcom.
Until next time, thank you.
Thank you, man.
Thank you, man.
(16:20):
This episode of let's Get Comfywas brought to you by
Evolutionary Healthcare.
Caring is what we do.
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