Inside the Minds of Nonprofit Health Systems & Providers CEO & Founders

• •ensuring employees can work and make a livingNew
• •developing a seamless pipeline for new ideas
• •growing the system digitally and virtually, expanding market reach
• •understanding that years of experience do not equal depth of experience
• •hiring for operational expertise and practical acumen over certifications

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• •the 'yelp racket' and its stronghold on small businesses
• •group think can cause real opportunities to be missed
• •misinformation making it challenging to get right messages out
• •balancing personal and professional lives, especially with children
• •confusion about ai and rpa's impact on sales

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• •ensure profitability for health systems
• •reduction of waitlist for veterans (hundreds of thousands)
• •patient retention in recovery (for substance use disorder)
• •ability to handle 100 fires daily in production
• •quality improvement for patients

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• •brand experience > brand promise: prioritize customer experience (70%) over brand promise (30%) in strategic decisions
• •pillar-building approach - design individual models as foundational components of future system architecture rather than isolated niche solutionsNew
• •double-click on complexity - interrogate surface-level explanations (shortage) by identifying underlying incentive distortions and regulatory barriers before accepting as naturalNew
• •customer/business problem centric content: prioritizes content that addresses customer business problems over product features
• •responsibility to rebuild: driven by personal and familial obligation to the business and communityNew

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• •focus on money over patient needs ('not where the money is')New
• •salespeople not using provided tools
• •technology solutions not applicable to healthcare problems
• •adding bells and whistles instead of simplifying
• •reliance on outdated marketing materials like cut sheets

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