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

• •ensuring employees can work and make a livingNew
• •sales and marketing investment over product optimization
• •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

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• •untapped potential and value in digital within the organization
• •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

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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
• •business scale relative to peer acquisition (3x size of comparable business)

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• •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
• •co-development model: willingness to look at programs if startups co-develop
• •stakeholder impact modeling - assess unintended consequences (stroke of pen risk) by engaging with operators and participants before implementation to anticipate downstream effectsNew
• •context-first assessment — clinical evaluation begins with parking lot observation of social environment and safetyNew

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• •focus on money over patient needs ('not where the money is')New
• •marketing that treats consumers as targets rather than human beings with real needsNew
• •salespeople not using provided tools
• •technology solutions not applicable to healthcare problems
• •adding bells and whistles instead of simplifying

+10 more PRO