Aaron Conant 0:18

Happy Wednesday, everybody. My name is Aaron Conant. I'm the co founder Managing Director here at BWG Connect. We're a networking and knowledge sharing group with 1000s of organizations who do exactly that we network and knowledge share together to stay on top of the newest trends, strategies, pain points, whatever it might be that shaping the digital ecosystem today. It's multiple different verticals. But this is one that's super interesting to me. And I think a lot of people out there as well around health plans, and how you can stream streamline staff workflows, and encourage digital adoption. This is one of those areas, especially healthcare that's been, you know, crazily impacted, I'll say, by the pandemic as a whole. And, you know, just trying to understand what the patient needs are, what the organizational needs are, and and how do we tackle those. So we got some great friends, partners, supporters of the network over low frame, wall frames, a digital health management platform, you know, they're an empowering help brands to forge more meaningful connections with members throughout their healthcare journey. And also have two great friends, partners, supporters in network from Wellframe with us today, Michele Gabron, who's a senior customer partner, and Jessie Schiller, who's the Senior Director of Digital adoptions. And this is kind of an open conversation. There's a lot of things we want to tackle things that come up routinely. But if you have a question at any point in time you want to jump in, don't hesitate, I'm going to be continually letting people in as we go here. So you may see me pause, but we have a few more people joining right now. But yeah, thanks, everybody, for joining. And if you have any questions, don't hesitate to drop them in chat, we'll try to get them answered as quickly as possible. So I think, if we think of an overview as a whole, you know, this idea of motivating clinical administrative staff to adopt this new, you know, any kind of new digital health solution is kind of a challenge, successfully leveraging then this new technology that's popping up left and right, that we know about, you know, it's kind of the sort of point where it requires clear, consistent communication from plan leadership manager, staff, whoever it is, it's working on it and try to implement it and kind of the champion internally. And then we get to the point is just understanding as a whole in what your staff needs from the digital engagement, what makes it easier, how can they streamline internal workflows? How can they, as a whole better serve members, and so that's something that we want to tackle today. And so I'm going to kind of get off this conversation. Michele, you know, this idea of digital transformation is something that popped up five years ago, over and over and over again. And now this is, I think there's enough digital now. And it's valued enough. From an organizational level, it's something that's been popping up more and more than the past, like three to six months. So if I were to just kick off the conversation, you know, why focus on the value of digital transformation? I'd love to hear your thoughts there. And we'll kind of go through and in others, if you have questions, you commentary, unmute and jump in.

Michele Gabron 3:13

Thanks for having us here today. Um, I think, as you've mentioned, you know, really, the landscape for digital has been sad, right? Anybody questioning that part of the pandemic saw the proof happened in the pandemic, right. And people really had to be conditioned right to become more digital, in order to get what they needed, whether it be, you know, telehealth services, or some kind of remote patient monitoring, you know, app, everybody has an app, you know, right now for everything. So, really, when you think about digital transformation, you know, the key themes that I think about are that you're really trying to a manage market expectations, right, to the degree that apps are table stakes, you know, members are, are flooded with apps, you know, and they're all trying to figure out, though, which one is the best swiss army knife that gives them everything they want? Right? And really, you know, are you delivering out a better member experience through convenience? You know, which really drives out a better satisfaction and retention rate. But more so also, you know, cost is becoming more paramount right now, right? We're going through high inflation, inflation people are, are looking more in terms of the value that they're getting from their their health plans? And are they getting the best for what they're paying. So when you're actually looking at cost versus value, right, are trying to measure that you don't want cost to be at the expense of quality, right? So really making sure that you're delivering a tool to your membership, that doesn't impact the cost and actually drives up better outcomes. You know, it just is kind of meet the table stakes need of the the app. And then the other theme I think about is just automation and simplification, right? You know, leveraging digital really allows you to improve the data collection process, right? Being able to understand more about your members quicker, and then being able to return deliver more personalized experience. So I'm It's a balancing act, right. But you're really looking again to make sure that you're you're at the table and you're at the table with the best tools, the best cost. But you're also leveraging that platform to be able to move the wheels internally faster.

Aaron Conant 5:13

Yeah, I mean, one of the things that when we talk about tools, kind of how you brought it up, is, I mean, I deal with this every day, every single day, there's five new tools that come out. Right, the problem is the market is flooded. Right? How do you? How do people know which one is the right for them?

Michele Gabron 5:32

Yeah, well, that's a huge hurdle. Right. And I think that's one that that we're still tackling and really learning, you know, how members or, you know, consumers best engage with the app, you know, again, they're looking for the Swiss Army knife, right? Every every health plan kind of has a native app, but they wanted to be the hub for all of their information. So I think, you know, having connection points within that to any kind of point solution that you that you fold into your to your plan is paramount. Right. But also, you know, the benefit of, of enabling your staff through a tool that helps educate, provide services and resources quickly, a type of their finger really just drives out that kind of, how do I know that I'm getting everything I can write in one place? Experience. So it's a nice kind of a round out to you can have, you know, an app with 10 different buttons on it. But the most important point in button might be talking to somebody. Right? And getting that information right there. And that creates more stickiness on that app.

Aaron Conant 6:30

Yeah. Awesome. Just you'd love to hear your thoughts on this as well. Yeah.

Jessie Schiller 6:34

I mean, I think what Michele was just saying there around, you know, thinking about what, what are the right things to automate? What are the right things to capitalize on with digital? I think plans, you know, obviously, the there's a lot of competition in the market, they're being different, you know, we want to think about differentiation, how do they put themselves out there and make sure that they're winning and retaining business. But they also are being disintermediated, by other digital tools that are out there? And so thinking about like, how do you keep the plant at the center? How do you keep the Meet the member experience needs and requirements and the expectations that the members are setting and having for their plans, will also keeping that relationship and that personalization at the center. So you want to look for digital tools that are going to automate the right things that are going to digitize the right things, and let your staff work type of license, I think plans are also getting a lot of pressure to provide support, not just for their highest risk members, but down the whole risk pyramid. They're being expected to deliver and meet the needs and clinical support for members in the entire plan. And so thinking about how do you capitalize on the resources that you have, make sure that you're enabling them as much as possible? Digital is the pathway to do that, right, alleviate some of the like phone tags, some of the unnecessary burden that we're putting on staff right now, by creating digital mechanisms for communication for tracking what's going on with your members. I think that helps meet both the needs of your members as well as supporting and helping your plan scale.

Aaron Conant 8:06

Yeah, I mean, I want to keep going on this, because when we talk about a new digital tool, you know, a lot of it is all around, you know, getting staffs in members to use it. Right, I mean, that at the end of the day, when we're all being bombarded with a new tool over and over and over again, every day, it's a new one. And finally, decisions made on one, you know, what are some like, first steps that health plans can take to build staff and, you know, member trust in a new digital tool?

Michele Gabron 8:35

So I'll take this one, I think it's funny, I think for me, and I'm just gonna use myself as an example, as a consumer of healthcare, right. But more trust is built for me when you have a digital tool, because I know that there's actually a place that's collecting information, it's storing it, it's passing it back to the plan, it's reducing some of that abrasion of collecting information about me maybe on you know, telephonic touchpoints it gives me like a confidence of like, I know, I've sent this before I have something to lean back to so I think, you know, for me, digital definitely brings more, more trust to the table. Right? versus the old school, who did I call? What was their name? This is the right Susan. Right, that kind of experience. So, um, you know, for for our customers, you know, we tend to see really positive member engagement when we have a staff that has been really culturally impacted from a top down kind of approach. So your high performing science do a couple key things, right. We've got a dedicated executive leader, right. And that leader is paramount to messaging, the value of of why they purchased the digital app, right, why we're putting this into play, what it means to the organization, and is committed to putting performance goals or metrics and measures around that actual tool. And then on top of that, they support the actual value prop into those using the tool so that they understand it from not just a member connection standpoint, but how it actually impacts the bottom line. Right. So, you know, employers, healthcare health plans are no different than any clinical employer these days, we know there's a shortage, there are challenges with doing more with less, right. So being able to scale and have a tool that does that is great, using digital to build trust to that tool, you know, that connection point, again, really happens when you're not making members, you know, repeat themselves over and over again, right. I told you last week, how I was doing on the phones all versus, you know, you see that I've done a quick survey, and I've answered that in the app, and you can just kind of move on and do personalized personalization. So um, yeah, that's really kind of where I see digital being a good player for trust.

Aaron Conant 10:47

Yeah. And Jessie, I'm going to jump over to you, I'd love to hear your thoughts on this as well. And then I'm gonna jump out to some people who've dialed in, we'd love to hear your thoughts. Just we just get everybody's in here. Yeah,

Jessie Schiller 10:47

I mean, I think Michele hit on some of the core things that we tell our customers in terms of having that executive level leadership, decisiveness around the why, and making sure that that messaging is consistent and clear from the top down. Where I see a lot of the breakdown. And what I do on a day to day basis, working with our customers to implement new tools, digital tools, is that miserable leadership that mid level management, care managers, supervisors that level, there's sometimes a breakdown in that, why, and that understanding and reinforcement, we are not enabling those leaders to hold their staff accountable to feel confident we're not getting them bought in, I think that they're sort of forgotten about sometimes when you go from that high level sales conversation, initial implementation executive level, all the way down to the end user. And they have a huge responsibility. So your staff who are going out there and using these digital tools, they'll hear the executive level leadership decisions, but they're missing that accountability piece. I would also say that a lot of where a lot of organizations have gone wrong. And where we are Wellframe have gone wrong in our in the past is that we've really just focused on training staff, how do you, you know, you, you do all the planning with the leadership level, and the decision makers and then you get down to the staff and you're not bringing them into the fold, you're just going out and you're training them two weeks before implementation three weeks before implementation, which is great for building skills, but it's not great for building well. So that's something we say a lot at Wellframe we think a lot about this will versus skill concept. How do we help strengthen that will? How do we help the care managers? Or the administrative staff, whoever's using using and adopting that digital tool? To understand why did my organization choose this tool? Why did my organization choose digital? Why should I choose digital? How is it going to benefit me? How is it going to make my life easier? Why is important for me to adopt it? And why is it important for my members, and a lot of times the members are going to influence it from end to end. But I think breaking it down like that and helping them come up with their why. And it's going to be different for every single person, every single team different populations, but it's going to make it substantially more meaningful. And so even though it'll be hard, even though that skill will take some time to get there, and figuring out how to make it work for you will take time to get there, they at least are motivated to taking it over the line and pushing for that and fighting for that.

Michele Gabron 13:38

The more you put out there for a member, you're asking them to do too much, right? You're you're asking them to do the research and figure out why they should be picking A versus B versus, you know, figuring out a way to say like B should be your choice, right, based on what we know about you. So how do we leverage more on technology to say, to get smarter with pointing them to that specific thing versus putting it out like an ala carte menu, right? Because then then nothing happens? Right? Um, a lot of one of the things that we do we are challenged with that too. But we obviously offer white labeling for our solution, right? It's not named TelaDoc. It's not named MD live, right. It's named the plan, the health plans app, right care management app. And then we're open to the API's and the deep links to be able to bring it back to the native app, which is where ideally, you'd want to have some kind of core resource area, again, built thoughtfully, right, whether it's some kind of eligibility logic that doesn't, you know, stand up a specific tile or or produces a tile, right? It's looking at the tech to say like, do you have that kind of flexibility that think promotes you know that that decision making tree

Jessie Schiller 14:40

you are definitely not alone. We have talked to too many customers who are in similar situations and they're trying to navigate, you know, how do they differentiate their different offerings? How do they position them to team members, how do they think internally amongst organization about which one to choose and move forward with when there's competing needs, or perceived competing needs. And I think that's a huge piece of it. You know, as we see our customers sort of working through this, as you know, it's not just about what problems are they trying to solve, but as a plan, they need to decide how they want to solve that problem, and what their strategy is going to be for it. And so a lot of these vendors will market specifically to the member needs, but they have different ways of solving and addressing those member needs. And so bringing in a combination of what is the plan strategy, what's the approach, like a lot of these vendors, I've found will eliminate the need for the plan, the plan loses touch with the members, they lose sight of what's going on with the members. So thinking about what's important to you as a plan as well, in your approach to solving those member needs, I think it's been something that has worked well, though, takes a lot of time, a lot of cross functional support, and alignment. And it's not an easy task, it's definitely you know, these digital tools are flooding the market, and they're flooding plans. And it's easy to just solve ad hoc. But we've also seen a couple of customers who have developed like really scrupulous process for vetting these vendors and doing it, you know, aligning across lines of business. So we've, we've had some customers that have launched, you know, with us in one line of business, and then there are other line of businesses operating and using in a completely different way. And now after over time, they're starting to bring together those processes and figure out how they work with each other. And it for the sake of continuing to chat, I'll say one other thing that we think about a lot, and we talk about a lot is upfront, when a customer is implementing with us, we will ask what other vendors are using what other vendors are out there. So that should be part of the process every time you launch a new vendor to think about that ecosystem, right? All the different vendors, how does that work for your staff? How does that work for your members? How does that work for reporting, and bring that all together and make sure that's happening as early in the process as possible, so that the strategy is thoughtful, and aligned so that even if you do have multiple ones, you're being thoughtful about how you're marketing to your members, how you're positioning it, and how you guys were using it. So

Michele Gabron 17:33

I think the one thing that we getting stuck on was, you know, back to the health plan and supporting that model, Lisa, is there also has to be a connection point between just agree that you actually have in house care management, right, are people who are taking front of the line calls from from members, they may be the first place where calling and asking about a specific benefit or, you know, specific term etc? Are they enabled to actually be able to answer those questions? Or do they have the back end technology to to work with customer support, you know, in kind of an advocacy, holistic model, right to be able to kind of to play that one as well. So that's another kind of thing to to say, is everybody trained up on? You know, how to look at this member? And how to kind of work within inside the organization to kind of still own that member experience.

Aaron Conant 18:16

Awesome. Love it. So a question that comes in how can health plans identify the performance metrics that can reinforce the use of digital health tools? So Jesse, I don't know if I keep that one over to you first. And then I do want to jump out to a couple more people. Yeah, Jennifer, I'll probably jump out to you next right after this. Love, the participation has been awesome. So far.

Jessie Schiller 18:35

Yeah, this is great. I would happily love to respond to this. This is something I spent a lot of time thinking about. So digital transformation is a in like use of digital tools. It's a it's a continuous process, right? There's no wind at the end, you're constantly bringing on new staff, different populations, changing your goals. So you have to be thinking about how you are using those tools, how you're supporting your staff and using them how you're driving, incentivizing what they're doing with those tools and how they're supporting if they're interfacing with members directly how they're interfacing with those members and positioning the tools with those members. So what we do and what I like to encourage our customers to think about is, it's a process, it's ongoing, there are different phases of a lifecycle. And it is a cycle, right? You might, it's not just a linear line, and you get to the end of it, but you might just bounce back and forth in that process or go round and round and round. And so when you start to think about performance metrics, the first thing you want to think about is where are you in that process? And most of our customers, we start in the adoption phase, right? You just want to get people to use the tool. You want them to log into it every day, three times, three, three times a week, right? You want them to start to build a caseload. If they're interfacing with members, you want them to start to bring people on to that tool. You want them to feel comfortable and inviting positioning that tool to member and helping them understand the value prop and for them at themselves, this staff member to feel comfortable with what their value story is around that tool and how it's going to benefit them. So you want to think about adoption kind of, like on its own to start, and it takes a long time to get out of that adoption phase. And you can think about a trajectory, how you set your benchmarks. In the first couple months, we usually say like 369 months to really get solid in the adoption space, and to really increase in incrementally increase those benchmarks. Then on top of that, you can start to you know, after that you can start to think about what do you do once you get members engaging with your platform? What's the next step? You start to think about? What are your goals? Are your goals to close care gaps? Are your goals to manage clinical care plans are your goals to direct members to benefits or resources, improve navigation of the different resources that the plan offers, think about what your goals are? And then back into what are the behaviors that you want staff to take? How do you want them to interact with the tool to to drive the behaviors that you're looking for, and then set benchmarks and set set metrics and develop benchmarks around those. So I think first thing is really thinking about that, that phase, that lifecycle piece of it, lining that up with the goals, and then developing a process for accountability for checking back in with your staff, making sure that they're, you're able to see progress, see where there's gaps, bring together best practices, so folks feel like they're being heard. They're not intimidated by the metrics that you're setting. They're not, you know, they feel like they're in it together, I think that's something we've seen be really effective for reinforcing the use of these tools. And then I would say, you know, just just making sure that there's opportunity for continued growth, and opportunities for validating that there's consistency across your staff. So a lot of times, we'll see some top performers driving those cumulative numbers. And everything looks like it's hunky dory, but actually only got three out of your 10 team staff members on your team who are pulling their weight, and everyone else and it's kind of the the adoption is mediocre, they're not quite sure what they're what they're doing there. So I think making sure that there's an ongoing process for checking back in with your staff, pushing them, but making sure that you're not setting things that feel unrealistic for them. That's really, I think, the pinnacle for success with the staff and

Aaron Conant 22:36

option. Yeah, awesome. And Michele, love you hear the love to hear your thoughts on this as well. Again, I'll just rephrase the question here. How can health plans identify the performance metrics that can reinforce the use of digital health tools?

Michele Gabron 22:36

That's the question that yeah, I would I would echo a little bit of the same theme from the Jessie use in terms of the work backwards approach, right, like so, you know, when we partner with our clients, we try to identify what we call the value drivers of their purchase, right? Why did they buy this tool? And what does it mean to them? Right? Is it a tool that helps them increase their market competitiveness? Well, then we should build performance metrics that actually show did we drive out better engagement, adoption, retention, that new business, right? Are we concerned with being able to scale at a higher level be able to get more people that we may not have been able to get before? Right, then we should have KPIs on onboarding conversion rates, you know, making specific goals per month for member level. So you know, really, it's a different flavor for every health plan based on what their what their goals are, or their value drivers, right? So it just might be, we need to have table stakes in the market the tool and we want to be able to better drive the member experience, right? Well, then we'll create you know, NPs metrics and satisfaction scores and care manager scorecards, things of that nature that kind of geared towards that. So it's not a one and done for anybody. Right. But it's a really kind of a thoughtful, curated, you know, backwards approach in terms of like, again, what was your reason for buying? What's your value driver? And that's just kind of built into the, you know, indicators along the way of how we're going to measure and report on

Jessie Schiller 24:00

that. Yeah, awesome. I think one thing to call out with that, too, is that, um, you know, everyone value drivers, your top line value drivers might be improved clinical outcomes, right. But everybody's strategy to get there is going to look a little bit different depending on who your population are, who your staff are. There's different avenues to getting there. And so I think that's the other piece to think about is what is your strategy, not just what are your goals? And then how do you align that strategy up with KPIs measurable KPIs?

Michele Gabron 24:34

I'm just smiling because this is a lot of what Jessie's team does, right? Specifically in terms of like helping with the barriers to adoption and really helping with the coaching at that mid that manager level that we talked about, right? Like you can set the goals but it's the ongoing coaching and and making it uncomfortable kind of environment where somehow fans aren't even comfortable with having a digital goal yet, right? They have a tool, they want you to use the tool but they're not willing to say I expect you to have this many cases you know per month, per per year annually, right. And I think that that's kind of a loss in terms of like looking at the whole ecosystem, you should be balancing a telephonic and a digital workload together, right. And that's how you're gonna get the whole picture of performance and ability. So I'm, I think I'm smiling. So I love where you're at, because sometimes aren't there, right. But that's that you have to be willing to hit those goals and actually work towards achieving them. And then having a good partner that actually comes in removes the bear a lot of what we do, or Jessie's team does, sorry, Jessie, is, is coaching and having the actual staff, tell them what the barriers are, and then solve it together. Right? Like, how do you like, we're not trying to, like, tell them what to do, we're trying to say like, you can freely solve this, right? You're like, it may not be a one and done phone call, maybe two, three times you talked about the member until you actually get them to move to digital, right. But you can do it and, and those who are doing it really, really well we take from and we share knowledge share, and we we encourage staff to coach each other in a safe kind of ecosystem, not have it feel like they have to go to the trainer or that they're being watched, but to be able to openly say like, Hey, has anybody worked on this before? And what's worked right, and, and setting up things like teams rooms for them, you know, heavy documentation, best practices, and care guides really helped enable them better?

Jessie Schiller 26:15

Yeah, I You nailed it. Jennifer, I mean, I think we see a lot of customers who are really hesitant to set goals, because they don't know what the right answer is. They don't know what the right way to use the platform is yet on day one. And so you have a lot of people with good intentions trying to do their best, but they're not getting that clear direction. And they do they need clear direction around what's expected of them. And so you've got to start somewhere, right? And that's why I go back again to that this like concept of like, lifecycle, right? Maybe we don't know what you should be doing while you're engaging your members. 25 days in 60 days in, but we can tell you what to do in the first couple of days. So let's just focus on that. Let's just focus on what are the first five things you do? Get, get your member set up on a platform, engage them, chat with them? And then let's see what happens. But let's also create a process to circle back and say, What are you doing? What are you doing? What's working? Well? Where are your barriers? Okay, let's revisit our workflows, let's revisit our KPIs. And now we're going to say, on day five or two weeks in, you've got to complete the assessment, or you've got to send them a message or you've got to do X. So bringing that workflow piece and as you mentioned, Jennifer's so critical is like lining up those KPIs with the workflow expectations. But also creating space for feedback and iteration, I think are critical. This is something that comes up a ton for us where it's easier to build a one size fits all approach to doing things. But the reality is that your members are not all the same, their clinical needs are not all the same, their likelihood to use digital is not the same, their competence and using digital, it's not the same, their expectations in the relationship with you and with the plan is not the same. And I will say and as a nurse, we like we like really clear cut expectations, and decisions and steps about what to do. And so it's a little bit of a juggling act to enable your staff, your clinical leadership, your clinical users to use their best judgment, but also heard them guide them enough that the decisions are made as easy as possible. And I think when you have a good digital tool, how you know you have a good digital tools, a lot of that decision making a lot of that nudging is built into the process and automated and so then you don't have the dependency on the workflows, you have that guidance already happening on the app, making it easier for them or on the digital tool, making it easier for them to do the right thing, or make the right decisions. 

Michele Gabron 29:02

Yeah, I would add to that, too. I think some of the things that we that we have to consider in that situation is, you know, do we need to work on any kind of member personas, right? Like how do you know, to your point, like you may have people who will never adopt it, right? And we need to put them in this bucket and say this is the telephonic bucket, right? Or this is the approach. But I think the personas in some of our helpling customers have done this, they they can kind of figure out like what's your sweet spot, right? What's the propensity of the person, you know, the likelihood based on demographic or age, gender, right? But then also, are we building the marketing pieces to outreach them that are in a way like almost like a member journey way that resonates with that person's persona, right? So like, we know that someone's going to be maybe it takes three times to convince some kind of person. So we we try to you know, from our perspective, couple are cool with thoughtful marketing as well. So that's something to consider when you're when you're rolling out anything that you want to make sure that you're pointing the right people at the right place at the right time. Something that we always click on is, you know, the why, but sorry, I just lost my train of thought. Gonna go ahead, Jessie,

Jessie Schiller 30:11

I can jump in. I was just gonna say I I love that. And I think it's so spot on. And I think we spent a lot of time thinking about, you know, we do a lot of marketing, right? And we're sending out notifications to members to let them know what is this digital tool. And you have to balance, you know, the timing, who the audience is, what is their specific why. But you also have to balance that with setting the right expectations and making sure that we meet those expectations. When they do engage. We see a lot of digital tools, people download them, and then they never come back in. They don't know what they're supposed to do when they get on there, they aren't getting the engagement that they were expecting to get. And you just have completely misaligned expectations. And people who are thinking it's a win because they're getting increased numbers are getting people to use their tool, but that uses just that one time, first touch. So when we set KPIs, we also try to push people to think past just on boards or users as a pure number. But what's happening past that, so that it can incentivize behind the scenes, though, more thought around the why, and the strategy and the alignment and the expectations. So I think that's the spot on call out.

Michele Gabron 31:25

Yeah. And I had my thoughts back, sorry. So I think this I think I'm just lost it again, my God from having it. I think I need time. The important thing to back into all of this, and you call it out was, what if I have 10 portals in front of me as a care manager, right? Like I am, I'm, I've got too many, like, before you buy the tool, does your team have the bandwidth to handle the tool? Is it doing something specific and unique and solving for something that's not being done someplace else, but before you roll anything out, make sure that you have the adoption and buy into the staff that they can actually do it, or you're not gonna get any traction?

Aaron Conant 32:01

Awesome. And we were we're butting up right against time here. But thanks to everybody who jumped in, Michele and Jessie had like, kind of like key takeaways. You know, we've hit a bunch of stuff, you know, a lot of comments coming in love the perspective, a lot of note taking, which is great. But key takeaways for people, as we wrap up here on the next like, three minutes, I know we went a little bit over, but I think we're just, we can tackle this in 45 minutes, we probably couldn't do it in 12 hours. But it's great conversation and thought starters here, Michele, I'll kick it to you. Key takeaways. And we'll kick it to Jessie. And we'll kind of wrap this one up. Yeah,

Michele Gabron 32:36

have value drivers have a step half half staff, you know, adopted on to what you're, you know, integrated and have that leadership President have a constant, you're bringing staff to the table and help them make decisions to actually be able to do it, right. Re measure, measure, measure and pivot pivot pivot, right, like, constantly, you know, take the data that you're getting the value of that data and figuring out how it's helping you with your workflow, how it's helping you with your staffing, reaching greater things, you know, and really look at this not just, you know, a one size fits all again, it could be a specific care plan tactic, you're trying to drive a different experience for a specific, you know, number set, or you could be looking at specific run a business, right, and a lot of what I do is influence heavy front digital doors in certain populations, right. Where, you know, it's easier to get there for first before using staff. So that's my that's mine. Sorry, trying to go fast.

Jessie Schiller 33:23

Nailed it all. I will say mine is really a no surprises here. It's the Think about the why. Think about the strategy. Think about your digital ecosystem, right? The whole picture within the organization, the whole picture for your members, what that experience looks like the whole picture for your staff what that experience looks like, think about why you're choosing what you're choosing what problems you're trying to solve. And what is your strategy for solving those problems. And then to Michele's point, measure, create accountability, and bring everybody into the process make everybody have a stake in the game. Awesome.

Aaron Conant 34:01

Well, thanks everybody for jumping in. Jessie. Michele, thanks for jumping on. You know, Wellframe team. I encourage anybody you have follow up conversations, thoughts. You want to pick their brains for any reason. They're all around great people. They're bright, great friends, partners, supporters of a ton of organizations in our network as a whole works, a follow up conversation, encourage you to do that. And with that, thanks again to everybody who was able to jump in. Thanks for the great conversation. We're gonna wrap this up, everybody, take care, stay safe and look forward to having you in a future event. Everyone