 All right, everybody, we good? Yeah? All right, happy Wednesday of DrupalCon. Thank you all for joining us so bright and early. I'm gonna get full screen mode here going. So this is some slides that we have with some stats and some facts. It is not going to match our talk track, which is a panel discussion today. We just wanted you all to have something to be able to visualize, take pictures of. And if you have any questions, we will be saving plenty of time at the end for Q&A. I am Stacey Fabrera, your panel moderator today. Can everybody hear me okay? Yeah? All right. I am from phase two. I am the managing director of the Health and Wellness Client Services Group. And we work with the nation's leading health systems to help them really reimagine what their digital experience should be through the digital products that we create. And for me, what that means is being able to provide patients with greater access than ever before to be able to promote their health and wellbeing. I have two of those incredible clients here with me today. I have Carolina Anthony, the executive director of Brand and Content Strategy, joining us from Advent Health today. Advent Health is one of the nation's largest health systems that's single branded and on a very large digital platform. So welcome Carolina. And I have Daphne Tam joining us from Southwestern Health Resources as the digital lead for marketing and operations. And Southwestern Health Resources is a really unique organization in that they are very focused on value-based care. And that perspective that she's going to be representing here today is really interesting and unique in that she has the provider lens through which all of this will be looked at and talked about. So first I wanna just ask folks here in the room who works for a healthcare organization or within the healthcare industry? Hands up. All right. Who here cares about their health, wellbeing or has ever navigated a physician or a health system? All of us, right? So we hope that this content is very informative because we all work and manage our care for ourselves, for our loved ones, and so we wanna make sure that this is relevant for everyone and welcome questions at the end. But for now I'm going to turn the floor over to Carolina and Daphne to do introductions of their organizations and to talk a little bit about that unique perspective that they're going to be bringing here today. With that, I'll start with Carolina. Yeah, good morning everyone. Closer, can you hear me? Great. I'm so happy to be here with y'all and coming to you from Orlando, Florida where App and Health is headquartered. Whether here is amazing, I'm loving it, I'm having the best time of my life, I can't, my humidity index is like zero and I'm super, super happy. But I am the executive director of Digital Brand and Content Strategy. And what that means at App and Health is that I oversee the content marketing team, social media team, reputation management and web marketing, which is how I work. I'm privileged to work with our friends at Face2. I'm coming to you or the perspective that I'm going to be sharing with you today is an in-house agency model. So that's how we're structured. So we're a corporate services department that is headquartered in Orlando by servicing our entire system across the nation. We're in nine states. We have about 1200 different locations, about 60 hospitals and about 8,000 providers across our system. So hi, my name is Daphne Tam and I am the lead as Stacey shared for marketing operations and also digital marketing at Southwestern Health Resources. And my team's responsible for Content Strategy or I would say for all of our digital marketing but also making sure that we are road mapping with our IT department and with the rest of the organization where we need to go from a healthcare perspective. For our organization, as Stacey was saying we are really focused on what's called value-based care and population health. And what that means is that instead of going to the hospital multiple times and providers being paid for that what we're looking at is trying to help the overall healthcare system where it's more about the quality versus the quantity. And so at least for those who don't really know what clinically integrated network is which is where I work. It is basically a network of healthcare providers and we are the child organization of Texas Health Resources and Southwestern, UT Southwestern. So we have the academic and we have the faith-based organization together but we connect our providers and our health systems with other access of care including skilled nursing facilities to home health. And so that is the gist of what we do. Incredible, thank you. So before we dive into self-service which is where we're gonna spend a decent amount of our time focusing on today I wanna talk about the digital front door. How many of y'all are familiar with the concept of the digital front door? In healthcare it's a term that's widely used but I know it's not all that widely used outside of the industry. So show of hands, digital front door. All right, a few of us here. Okay, so let me explain how I think about a digital front door. I think about it as a gateway, right? In a composable architecture which you've probably heard a lot about the past few days here at DrupalCon. This is a way to bring all of the disparate tools and products that run and operate your organization together with more of a user experience lens and brand and marketing focus. So it is the way in through and to at the right moment of your journey, things like the EHR. We're not going to replicate or deeply integrate ever with Epic and MyChart once you get to the point where you're communicating with your physicians or providers. There's gonna be handshakes and handoff moments and that's what the digital front door does. It brings it all together and it stitches together the experience for your patients, for your providers so that they can easily and seamlessly find what it is that they need. So with that said, I wanna ask both Carolina and Daphne, what are you all doing from a digital front door perspective, what does that look like within your organizations today? Yeah, at Avon Health we think of the digital front door not just not only our website, but all of our omnichannel touchpoints with the consumer. In other words, all of the digital places we're interacting with them outside of the patient care scenario. You know, outside of you coming to the hospital or going to see your provider. So that means that we are really streamlining our approach across all of our digital interfaces, web, social, reputation management, content, email marketing, search, our paid campaigns and efforts. And we're garnering all of those insights to really put forth our best impression when you interact with our brand. So one of the I think most interesting things about Avon Health structure is in the past leading other web teams. I'm sure many of you guys are part of the web team or interact with the web team in your organization was full of rich insights, right? Because people are coming to our websites and we're seeing their behavior, their consumption, their conversions, what they're interacting with. But think about how much richer your digital front door is when you're able to connect what's happening on the website with what's happening across the digital ecosystem because we're not one dimensional individuals, right? We're waking up, we're checking our email, we're going on Google, we're perhaps depending on your generation going on Facebook or on TikTok. Then you're going on a website. So all of these things are extremely important to connect and that's the way that we think about the digital front door at Avon Health ultimately making it as easy as possible for you to interact with us as you choose to, right? Over the next five, the last five years at Avon Health we completely restructured our digital marketing discipline to support this concept of a connected, holistic digital front door experience. We've also spent a significant amount of time. I sit in digital marketing obviously but we have dependencies on our friends at IT which many of you are probably a part of. So for to find those relationships and unifying our roadmaps and initiatives to ensure that we're having the same priorities because oftentimes you don't, right? As a marketer and as an IT professional and of course aligning with the right partner agency or agencies to help you be flexible, be nimble, really maximize your resources so that we can be on the right platform with the right message at the right time. All the while staying on top of trends and vision casting as our digital landscape changes every single day, right? To ensure that our digital front door is relevant and contextual to you. It sounds great. Very similar to what Carolina was saying is that at Self-Lens and Health Resources we also take that omnichannel approach. What we do, as I shared earlier is really help support providers to take care of their patients better. And there are a varying degree of different physicians we work with from different health systems to a lot of independent community physicians in North Texas. So a lot of their front door is going to be different. How they interact with us is different. It may be through their EMRs. It may be through an email that they get from us to inform them of a new contract negotiation. So there are many different channels that they come in. So it was really important for us as we wanted to create a better experience for them to really map out what their days look like. And that was a complicated journey mapping that we had to do. It was based on different audiences. But unless you do something like that, unless you really understand your audiences and where they're at and where they're gonna be meeting you, you're not gonna be able to create that front door experience that is going to lead to a good handshake or experience afterwards. And it had to mirror that. A lot of our healthcare providers are not just at the desk. They're not just in a clinic. A lot of them are especially with Home Health and Stiffs. They are actually going out there and they are taking care of their patients and using other devices too as well. So it's really important to make sure that you know how people are interacting with your organization, so that's what we had to do. Great, so let's talk for a minute about self-service and the impacts of allowing patients and providers to do a lot of what they need to do for themselves. In healthcare, self-service is an absolute game changer. It's really been used to empower both patients and providers that is sort of getting to that golden coordinated model of care that we're all seeking both in the healthcare space as well as on the patient side. Can you talk to us a little bit about what self-service looks like today? Daphne, I'm gonna start this one off by going to you. Okay, so self-service to me equates to empowerment. It's empowering for a population health, empowering individuals to take care of their health better and it also is empowerment of our providers who are providing that care to the particular patient with information that they need. So as far as self-service, what we did, I'm gonna share with you guys of our physician portal that we're currently building. It was really important for us to really know the wants and needs of our physician while we were building self-service and so a lot of them wanted to know how are they doing with taking care of their patients? Do they have the right data? Do they know how they're gonna be incentivized or paid for or compensated for caring for these patients in the right way? So one of the things that we looked at is basically single sign on making sure that they were able to get to certain applications that they needed to without having to log in and re-log in again, but also getting information right at their fingertips and it was like a one stop shop. So for us empowering, empowering, I would say our providers, empowering our providers to take care of their patients is part and core to self-service. Yeah, I love that word and Daphne empowerment because let's be honest, I think the pandemic gave us a lot of power to take care of ourselves at every shape or form. I don't wanna go to the grocery store. I'm gonna order groceries and have them delivered. It's like a simple pleasure, but there's a lot of power in making that decision for yourself and those expectations that we have in day to day lives of course carry through our health, right? And our healthcare decisions for many, many years, I think healthcare has been synonymous with paper forms and lack of availability 24 seven and we've all experienced that, right? You go to a new provider or whatever it is that your service you're trying to get and it's a stack of 20 sheets of paper for you to have an intake and then when you wanna get access to your results or a provider or somebody that can help with your health in your moment of need for many, many years that wasn't possible, right? Nowadays though, consumers expect that. Consumers, 73% of consumers expect to manage their care through some sort of patient portal. So some digital form or mechanism that allows you to make healthcare decisions and proactively plan for your care. So where before that was like the cool shiny thing now that is the cost of entry to be successful in the healthcare industry and our consumers are holding us to a really high standard as they should as the digital landscape continues to evolve. That number that 73% obviously was accelerated significantly by the pandemic but what we've seen is that that continues to rise even now that we're, I don't know, in this weird sort of are we in pandemic? Are we not, depending on what day that you're tracking COVID, you'll hear different things. So that really brings self-service, right? The concept of putting that power in your hands front and center. In healthcare you're seeing that probably in different shapes of form depending on where you get your care. So for example, you might have a preregistration before you come to an appointment where you're filling out information about yourself so that when you get to the provider you're just checking in and waiting to be seen which makes the process is so much easier, right? Or perhaps you're scheduling your appointment online or making payments online or accessing your digital health records. Hey, I had a lab a few months ago what were the results of that or I need to have some blood work done. Let me go ahead and schedule that and see all those results in one holistic place. Large health systems are really trying to lean into technology so that we can focus our time when you're with us our patients are with us to do what we do best which is to take good care of you and maximize the patient experience and the points of touch there. So at Avan Health we really keep that in mind. We have a pretty robust discipline around all of our consumer tools and those intersections. Some of those that we're hyper focused on is our provider directory so you can find the care you're looking for, our scheduler, we have a chat bot that actually integrates with a new service that we have called Care Advocacy. And what that means is we recognize that healthcare can be a little bit intimidating depending on your level of comfort and sometimes it can be very mysterious like what happens with my stuff, right? And so we put forth what we call Care Advocates which are assigned to you and they're able to their personal real humans that are helping you schedule your appointments, refill your prescriptions, explain to you what a procedure you're getting ready to have is answering your questions, sort of demystifying healthcare and making really accessible. That's very dependent into our chat bot. That's the first sort of point of entry and then it kind of goes from there. So there's just one of the many ways that we're trying to make things easier for our consumers in the space of self-service. Thank you. You mentioned the pandemic. We all experienced over the past few years and it changed and rocked every industry but especially healthcare. I think we all watched healthcare change overnight from what was more or less an in-person and physical experience to a virtual one. And we've been working with healthcare and health systems over the last six years and that rate of change and adoption of new technology seems like it just changed overnight from an organizational perspective. I would love to hear your point of view about how the decision-making has changed within your organizations with bringing new technology to bear online in terms of how much it increased speed to market. I just noticed that was one of the biggest shifts being on the digital agency side to then seeing how willing everybody was to try new things. That was one of the more interesting shifts that I think we all took part in over the last few years. So I would be curious to hear, Daphne, I'll start with you. How has the past few years really changed the decision-making and the process within your organization to adopt new technologies? Yeah, that's a really great question because our organization's not that old. We're about two years old as an organization. So when we started as a new nonprofit that was responsible for population health and we take care of more than 700,000 lives, we saw basically people delaying care during that period of time. They did not want to go into the hospital. They did not want to go see their doctors with the fear that they may get COVID. As a result of that, we saw, I would say, people arriving dead on arrival, unfortunately, at the hospital because they delayed care for stroke and heart health. So there were a few things that we needed to do really immediately as an organization to take care of the patients. And so one of the things we did through our analytics team was really identify 200,000 high-risk patients, be able to contact them electronically to go and encourage them, just provide them educational material of what to do during this period of time and not to delay health. As a result of that, we saw an uptick with televisits and phone calls to the doctors. The other thing we had to do too in Dallas-Fort Worth, a lot of the independent primary care physicians and specialists did not have telehealth services. So what we had to do within a month was to help more than 400 physicians, our primary care physicians, get up to speed with the technology, provided them the technology, provide them the know-how of how to use that technology and support them in getting their patients online, but also provide them some of the information they needed from a health plan, to compare perspective to be able to get credit for those particular visits because it hit a lot of the primary care physicians hard during that time, where other physicians outside of our network were closing down, we were able to help them keep their, I would say virtual doors open. Yeah, you know, during the pandemic, pre-pandemic in 2019, beautiful 2019, nice and shiny 2019, only about 30% of people were booking appointments online for healthcare, that was kind of the norm. Post-pandemic, that number is about 65% now, so it's doubled in about a little bit over two years, and that number continues to rise, and out of that, telehealth, right, or online visits, seeing your provider through your virtual device of choice has continued to climb. So recently there was a survey done for those that have received telehealth care, right, if they're gonna stick to it, now that the world is, quote unquote, back to normal, are you going to continue to get virtual care, or do you prefer to go to see your provider in person? And 43% of those consumers said, no, why would I go back? I'm just gonna keep doing telehealth, that's a huge number, and completely changing the paradigm of traditional healthcare models, enforcing healthcare organizations to be more agile than I think we've ever happened. Let's face it, when you think cutting edge and agile, you do not think healthcare, right, like everybody knows that world, we tend to be a little bit slower to adapt, and so it is extremely important, a lot of healthcare organizations as of late, if they weren't structured this way, have been investing a significant amount of dollars, resources, and structure to support digital in order to be reactionary to the ever-changing landscape that we have constantly, right? So luckily for app and health, we had online scheduling stood up, we had telehealth stood up, but we were learning fairly quickly how people were utilizing the tools we had built, what some of the pain points or pinch points were, and we're iterating constantly to ensure we're improving it. So it's not enough that you put out a product out there when the market needs it, they expect it to be better and better based on what they interact with you, so it's important to read the tea leaves, right, and make sure you're connecting the dots. The beauty of working in digital marketing is we don't have to guess if something works, because we know, right? But how many of us really make it a prerogative to become data experts and let that lead the way in our decisions and our roadmaps and our prioritization structures? So we've been going through a radical structure and process alignment to ensure that we are being nimble first and foremost to improve our touch points with our consumers along the way. Thank you both. Carolita, you mentioned your platform. It's been live for four plus years and you're continuing to iterate in an agile manner through looking at data and analytics and understanding what users are experiencing. How much have you seen going in the direction of self-service shift your business? And you shared some stats. I think it was yesterday with the healthcare summit audience that might be interesting to share here in terms of the traffic, the performance, yeah. Yeah, so we have seen our appointment bookings, online appointment bookings are up 37% right now, which is just astronomical growth for healthcare and our sessions, unique to our site is up 80% year-over-year. It is incredible the amount of education that the patient is seeking out as they're trying to navigate this new normal and take care of not just themselves but their families and their loved ones. So we at Avon Health have been really focused in being as nimble as we can and we've adopted this model that we joke around, we call it get-move, it's good enough to move on. So it's like the MVP, so like let's get noticed, let's get something out there and then let's get consumer insights in and then let our consumers tell us where they want us to pivot or where they want us to go and that's served us really well because oftentimes what we found is that even though we might create a tool set or some new functionality and we anticipate the consumer's interaction with it, oftentimes it's different, right? And that's not a bad thing, right? Like use us, come to us, that's what we want you to do but don't be so stuck in your ways that you're not really reacting to your consumer. So a good sort of nugget to carry away is like oftentimes we get so lost in perfection and the consumer I think nowadays doesn't expect perfection so much as they expect contextual real-time support. So get-move, get it out there, get some insights and most importantly have a structure and a process in place to garner those consumer insights quickly and be able to optimize, pivot, whatever you need to do based on what your consumers are telling you. Get-move, all right. You also said something at the Health Summit that I think would be interesting for this group to hear as well. Your platform doesn't only support the patient experience, it also supports your team and it empowers your team to be able to very quickly and nimbly build microsites and landing pages and things that used to take you, I think yesterday you said months, now just takes a few weeks and most of that time is gathering the content, the images, getting the approval, being able to stand those up on your own without having to have dependencies on other teams, other departments. So I'd be curious to hear just a little bit or if you could talk to this audience a little bit about how your team has been empowered through the platform as well as your patients. Yeah, so about five years ago or so we were a decentralized regional system. So we had all these hospitals with their own unique brands across our system. So if you went to Get-Care in Florida we were known as Florida Hospital. If you were in Kansas City we were known as Shawnee Mission Regional Hospital. So on and so forth. And so we decided to centralize our brand into app and health five years ago. And part of that exercise was taking a very fragmented web landscape of 20 different CMSs across our nine states and centralizing it into one highly customized Drupal instance. That's how our relationship with phase two started. And so what we've built is a flexible infrastructure that allows our decentralized CMS because all of our markets have stakeholders that have logins and can control specific areas of the site that are tied to their local market to be able to create their own landing pages and update their own content and not have to go through the web team to do that. Which was how historically it was done before and it's empowered the web team to create very complex launch websites fairly quickly. So a website that used to take maybe six months to build now can take three to four weeks to build with consistency of consumer tools with consistency in design, brand standards, best practices, schema markups, SEO, you name it, it's there. And that flexibility allows us to be very nimble on the web team front to ensure that we are maximizing the use of our resources. It empowers the local marketplace to feel like they're in control of their own market because they are the market experts, right? I'm not in Chicago. The Chicago team is in Chicago and they understand those consumers better than I will probably ever understand them. So let them build that landing page. And then as a web team go back and optimize it. If there's ways to optimize it, fix anything that is broken, educate that CMS user and how they can make that better, teach them how to fish and then it'll propagate from there. So it's been an invaluable framework that obviously couldn't happen without Drupal, part of the reason why we're here and couldn't happen without our friends at Facebook. All right, thank you. Daphne, I wanna talk with you a little bit about the three site digital ecosystem that we're working on together. We just recently launched the digital workplace that's one of the sites on the ecosystem that will also soon house both a provider portal as well as a public facing website. We're in the midst of building that currently. Can you walk us through the approach at a high level about the three site ecosystem that we're putting into place, Daphne? Yeah, so as a new organization, we kind of inherited some websites along the way as we acquired a different organization. So we had a couple of WordPress sites that were being used. One was for our providers. The other one was something that we kind of cobbled together for our intranet and we had a public website that was built on Drupal 8. So we were taking a look at what we were doing as an organization and we're like, this doesn't make sense. I'm having to populate content on three different sites. And of course, when you're a healthcare organization and you have to provide information that's accurate and up to speed, that was not the efficient way of doing it. Also, it wasn't bringing joy to any of our audiences. Our providers were having to log in to many different websites and it was just a headache for our employees as well. So we decided to reboot. So we engaged with base two to help us with taking a look. How can we make this more holistic? How can we make sure that in what we're doing we're being nimble, efficient? We can get a platform that was good. It was powerful. It was something that could be flexible and a structure that could be scalable over time. So for us, what we did was we really took a look at what the needs are. Of course, what are organizational goals overall? What are we trying to do? But then making sure that we understood deeply what our audiences needed. And so we created a digital ecosystem what we call ecosystem where we have the public website intranet and also our position portal all on Drupal 9. And so depending on what audiences we had to serve up information we can publish it to those sites. That those sites would be securely accessible to those various audiences. We provide things like personalization where different groups could get certain bits of information. Anybody's car? No? Oh my goodness. So yeah, so people can get information. Our providers could get information they wanted to, they would get notifications of new bits of information that they needed. And for our employees, I don't know if I should just launch into this now but our employees for a self-service perspective found it much easier to be able to not only find information that they needed which that's what they wanted. They wanted to be able to connect with the organization better. They wanted to also know each other because as a new organization mostly existing during pandemic they really didn't know who worked and what teams who each other were. All they had were basically zoom calls or teams calls every day that they would see people but they had no idea how things were connected. Another thing that they wanted at the end of the day same thing with our providers is just more time to do meaningful work. And for our employees that means being part of Southwestern Health Resources to take care of people but our providers really needed more time to take care of their patients. So anyway, so that's great. Yeah, thank you. Where do you both see self-service for patients and providers going in the near and long term? What are some of the trends that you're seeing? Oh, yes. Daphne. Oh me, okay. Some of the trends for self-service people are so accustomed right to, hey, retail, the retail experience like Amazon. I go online, I order something and I get it within a day or two days or less than 24 hours sometimes. So with self-service, I really believe that that's changing how people are also looking and seeking for care as well as we've seen. So I do believe the quicker, the faster that people could get information, the most accurate is where self-service is going. Great, thank you. Yeah, I mean, the logical answer, I think the answer we all know is it's gonna continue to rise, right? But I think what's important to watch there is recently Garner published a study that said that 96% of customers who have a high effort service interaction, like they're repeating the same information over and over or they're getting transferred from person to person to person or that touch base feels very genetic, 96% of them are more likely to become disloyal to that brand. That is huge because as marketers, I'm focused in getting people into the funnel. Everybody knows that, right? So let's get them to our brand, but if they're having touch points with us that feel cold, generic cookie cutter, they're not gonna come back, right? That's really important. And the flip side of that, if you have a low effort touch point with somebody, they're only 9% likely to become disloyal. So that is the significant difference, right? And it gives us an opportunity for us to maximize those, really focus on those interaction points for sales service as it continues to climb. I think it needs to be easier than ever to find care, schedule an appointment, check in when you go in to see your provider, receive care as easily as possible, making that payment quickly, accessing your records. Really easy to navigate all of the communication touch points. And as this happens, as self-service continues to rise, I think education will be just as important because consumers are at different adoption rates, right? We service a really broad population. Some of our patients are very digitally savvy, some are not, right? So how do you bring them along the journey and not forget them along the way? So it's important that we think through that education piece as self-service becomes more robust. And then lastly, I think longer term, all in one solutions that automate all of the processes, like check in and eliminate wait times and they need to fill out forms are going to be essential for not just healthcare, but for other verticals and industries that have those one-to-one touch points. So we'll need to integrate all that data, right? Because there's robust data in different packets. So we will need to be creating connection points that allows us to follow your journey and your experience along the way, in our case, through your doctors, hospitals, insurance companies, all that stuff. Thank you. We're at 908 and this wraps up at 920. But I would like for both of you if you can, to maybe give the audience three things that they could take away from our conversation today. And then we'll turn it over to Q&A. All right. Thank you. So the first one is, with more data comes more responsibility. So make sure that you are making connection points and not letting the data sit dormant. We work in digital, that's the beauty of what we do. So become a data expert, lean into it and let that drive the way be your North Star in your decisions for the consumer journey. I think also cybersecurity, really, really, really important. Our consumers are being holding us to a higher caliber than ever, especially with their data and privacy. So ensuring that you have a good infrastructure there, especially if you work in healthcare, that goes hand in hand. But even outside of that, think about how many times your friends' accounts are hacked or you don't have access to your email anymore and the importance of if you're collecting data from a consumer, giving them peace of mind and retaining their trust so that they come back to you again and again because the moment you lose that trust, all the work that you did up to that point to capture that person is gone. And then lastly, double down on innovation. I think you don't only have to follow the trends but create your own trends. Like if it doesn't exist, create it. I think as industries become more competitive for healthcare, we have a lot of non-healthcare organizations coming into our space, like the Walmart, So The World, for example, who knew that they were gonna be offering services to healthcare patients. So it's important to really think about things differently and not just wait for a trend to catch on for you to react but create new things and try them. And if you fail, fail quickly, move on to the next thing and iterate. And Get Mo. Yeah. Get Mo. I'm gonna be using Get Mo more often. I love that term. You should trademark it. I just trademarked it. I'll record it. And Daphne, three things. Three things. I would say just make sure that as you do your development just keep your audience at the center of it. Know who they are. Also, I would say too, instead of just, this is what we try to remember always. It's not like, hey, we launch it, it's one and done and it's good to go and that's it, right? It's like, let's take a look at it. What is it working? And let's have those meetings together and do we need to iterate? How do we iterate this? Making sure that there is a clear path forward in that. Also, what Carolina was saying so beautifully about we see all these innovative partnerships that are happening in the healthcare space to make that experience better for consumers and everybody else who needs to access healthcare. A lot of that is trying to reduce the friction of getting care when you need to. And that is so important. For us as a population health organization, it is very difficult to, you could give people all the information that they would need in education about diabetes care to take care of their heart condition. But unless you make it easier for them, they're not gonna go out there and get their care. So how can we innovate? How can we work together as a community to make this easier to take care of ourselves, our loved ones and the whole system at large? Thank you. All right, that concludes our portion of the discussion. We would love to open up for Q and A. Any questions from the audience? And thank you, Daphne and Carolina. Yes. So the question, if I have it correctly, is how do we help the folks that aren't as digitally enabled be able to receive care? Ground zero. No digital. That's a really interesting question. I don't know if either one of you have a perspective to share on that. For us at Southwestern Health Resources, we have populations of individuals who don't have digital access. And so what we do is we still depend on snail mail, phone calls, home visits. So that's how we got through a lot of the pandemic, especially with those who needed care but didn't have access. We still rely on a lot of mail and, yeah, a lot of phone calls. So we look at other means to reach out to our patients. Yeah, I think it's just important to know your audience base. And if you have that insight that your audience is not digitally savvy, you need to have a path to entry for that audience, whatever that path might be. So for example, we have a service, we have a partnership with a service called Dispatch Health where you can make an appointment and they'll come to your house and do screenings or take care of you at home. If you don't wanna come at home, you can schedule online but there's also a phone number that you can schedule if that's your mechanism. So making sure that you're making a conscious effort not to leave any consumers behind as the digital evolution happens. But in order to make those decisions and prioritize how much time and resources you spend to communicating to the audience, you need to understand what that makeup is for your particular organization or brands and then prioritize accordingly. But ensure that as you're iterating and moving forward that you don't leave them behind and offer them a mechanism to interact with your brand. And I think there's another interesting element from a population health angle here too where you all are using data and insights collectively gained from payers and insurers to then figure out what populations are at a greater risk and being able to have touch points with them whether that be digital or not. And so I think that's a really proactive approach that you all are taking as well and we're able, you opened with that story, Daphne, about going to the patient population that's more at risk for stroke and being able to reach out to them and say, hey, it's still okay to come in, it's time. We would like to see you now. Great question, thank you. Any other questions? Yes. So many, we work in healthcare. Yeah, so if you're not BFFs with your legal risk and compliance department and your Department of Security office, you should be BFFs with them. That's something that I was very intentional on, building strong relationships and building my relationship capital. So when I had to withdraw some things to have hard conversations, I was still in the positive, in the black. So what we did from an organizational structure was take a look at, not just where our organization was, but where our organization is trying to go. So planning for the future versus solving for the problems of today because we knew that if we restructured for today, two years from now, we would be restructuring again, right? Because it's evolving so quickly. So we had a series of design thinking sessions. We have a design center at Abbott Health that really helps you think outside of the box and think beyond yourself. Oftentimes we're very focused on protecting our own headcount or protecting our own sort of areas of preview. But at the end of the day, that may not be what serves the consumer best, right? So getting the right stakeholders in the room to think together without siloed lines and kind of separations is the first place. Getting alignment on, this is what's best for the consumer, first and foremost, and therefore what's best for our organization because if we have more consumers, we will grow. And then structuring from there, but it's important that you have the people in the room from all of these different groups to create consensus around what is the right thing to do. Because oftentimes where that fails is marketing's got this idea so they want to structure things one way. And then IT's meeting and they're having their own thing and then legal things, this should be the way. And everybody's kind of having these siloed conversations. They're great conversations, very well-intentioned, but not there's no synergy there and there's no alignment there. So that's the biggest piece of advice I would give you is get them all in a room. Think about things with being consumer-centric, being relentless about serving your consumer well and then build your structure from there. Build a structure not for today, but where you're trying to go. Even if that's small, but if you have the right structure, then as you grow you can add two or three or four people into the fold and you have the right structure versus solving for today and then having to readdress every two to three years. Because that's exhausting. Nobody wants to completely flip their business model every two to three years. Is that helpful? All right, any other questions? We have about a minute left. All right, well, I want to thank you all for coming. We're here if you have any questions for us at the end. Thank you.