How Providers Are Making Their Medical Equipment Smart with Jinesh Patel, Co-Founder & CEO of UptimeHealth.com

In this episode of Exploring Growth, host Lee Murray talks with Jinesh Patel, co-founder and CEO of UptimeHealth. They explore the vital role of medical equipment in healthcare and the challenges faced by providers. They also discuss how identifying technological vulnerabilities and operational inefficiencies can enhance patient care and streamline operations. The episode highlights the importance of effective equipment management and data-driven decisions in the healthcare industry.

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Jinesh - https://www.linkedin.com/in/jineshjpatel/

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If you think about health care, it's

really a combination of a patient,

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a provider and an instrument.

Like there's it's hard to

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remember the last time any of us

got care without some kind of

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technology or equipment or

instrument being involved, right?

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It's as small as a thermometer

to take your temperature.

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It's still a device.

Whether it's a scale to take

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your weight,

you probably have one in your home.

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Still a device, you know,

or vitals monitor.

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Whatever it is,

you're probably touching a machine

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every time you walk into a dentist

office or a medical office or a

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vet or an optometry office.

Doesn't matter. All right.

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Welcome back to Exploring Growth.

Today we're looking at perfect

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storm that's happening for medical

providers with my guest Ganesh Patel

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co-founder and CEO of Uptime Health.

Welcome to the show, Ganesh.

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Yeah, thanks for having me.

So, uh, it's kind of kind of cool.

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I literally just got off a podcast

recording with Brandy Burch,

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founder and CEO of benefit Bay

benefit bay.com, where she's in

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the employee benefit world.

And we were talking about I said,

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hey, I'm about to jump on with

Jeanette here in a minute and talk

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about providers and how they're

kind of, you know, handcuffed on

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the other side of patient care.

Yeah, but it was cool.

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I haven't ever had the kind of

bookends or back to back.

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Uh, you know, we're in the same

kind of conversation where we kind

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of ended up like, hey, you know,

we need a little more democratization

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of health care and employee

benefits so people can choose.

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And, uh, you know, you're seeing that

on your side, too, you know? Right.

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We talked about this kind of,

um, when we got introduced, uh,

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when you're, you're working with the

providers themselves and they're

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handcuffed in terms of how they're

getting paid and who they're

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getting paid from and patient,

the patient, the person paying for

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a lot of these benefits and then

trying to utilize them is the

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one that's caught in the middle.

So I wanted to first let's start

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out with, um, telling people who

you are about your background and

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what is up time, health. Yeah.

So my name is Jayesh Patel,

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one of the co-founders and the

CTO of Uptime Health.

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Uptime health were a software

tool that helps providers manage

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their medical equipment.

Basically, we help them keep it from

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just breaking down unexpectedly,

knowing who to call whenever

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something does break down,

and utilizing the data that's

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being aggregated in our system,

such as like failure rates,

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cost of ownership, all that stuff,

and predicting when you need a

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new device before you know it.

And we hyper focus in the outpatient

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segment and today we're really,

really close to the dental market.

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But we sell into medical, veterinary,

optometry, basically anyone who

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uses medical devices to take care

of patients that doesn't have an

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in-house expert like myself, a biomed

engineer or biomedical technician

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to kind of tell them what to do.

So our software kind of augments the

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need for us at some level. Gotcha.

Yeah, that's, um, super interesting.

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And, you know, um, I think right

now I have another client who is

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in the ophthalmology space, um,

a consultant to ophthalmologist.

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And I hear from her, too, that,

you know, it's it's super.

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Such a weird time for medicine.

I mean, it's like the perfect

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storm of cyber attacks.

You've got inflation that's going on,

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uh, decreasing payments from

provider or not from.

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Providers,

insurance companies or payers.

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Um, you know,

there's an educational curve on a.

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Lot of things that's happening

that comes out new.

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I mean, let's just talk let's

start with one of them.

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One that I know in talking to

her is cyber attacks.

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We've seen these happen.

Um, and they just sort of take

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out it's almost like a grid.

They take out a ton of providers,

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and they're literally going back to

writing handwriting on pen and paper,

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uh, because their system is down

and down for months.

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Yeah, I think that was what we

all saw, a little bit of what

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happened with the Microsoft outage.

That wasn't a cyberattack.

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That was just that was just a patch

or an update that was corrupt.

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But the actual like end tale of what

happened to the businesses and the

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people who use those businesses,

like whether you were stuck for

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a flight or a lot of hospital

systems were using, you know,

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Microsoft based environments that

had CrowdStrike as a background,

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and they were going back to hand

pen and paper. Yeah.

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So it's just it's is that but

more unexpected.

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And usually you don't know where

it's coming from.

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So it's like it's just that

extrapolated.

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That's what I that's how I would

feel about it. Yeah.

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And it's even more involved

because you've got people who

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are with the ransomware.

They're holding all your data

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ransom essentially, you know,

and then if they get paid,

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they're like, oh, well,

we got paid. We'll do it again.

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I mean,

it's it's where does it end? Right?

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No, it's it's just a crazy world.

And I mean, we even understand that

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world from the equipment side,

because a lot of ransomware

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attacks can happen through the

medical equipment itself.

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A lot of them talk to the cloud

or the internet systems.

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And so if it's not a very secure

infrastructure, that's just a

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vulnerability point that people

are coming in through Now,

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I know a lot of manufacturers do a

lot of their own, just penetration

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testing and making sure their

products are good and safe.

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But because our company also can

integrate with the medical

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equipment itself and see how the

device is saying it's doing.

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So it's like, you know,

the fridge that's beeping at you

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because it's overheating, because

somebody cracked the door open.

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It didn't close it all the way. Yeah.

Like it can sell sense issues and let

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you know what's going wrong with it.

So at Uptime Health, you know,

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we've been integrating with these

machines and saying if there is

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an error code that it's sensing,

if we know that's a component

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that needs to be replaced,

let's auto dispatch a technician

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with the replacement part in

hand versus them coming on site

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trying to diagnose a problem,

realizing it's this certain part,

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then going back to the shop,

maybe spending a day till they come

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back to it to you tomorrow with

the part and and then fixing it.

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And so we've had to deal with a

lot of just questions around

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cybersecurity on the way we

integrate with devices.

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And so to protect against it,

we basically say one,

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we're not touching any patient data.

It's all equipment performance data.

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So there's really not a lot of great

things to steal already. Sure.

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And then you have the fact that

we're doing read only data down

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to our system because we're doing

the secondary, you know, call it

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either dispatching or the analysis of

what we need to do with that data.

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So we're all finding ways to

create a connected world with

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less vulnerabilities.

But it is taking like some

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thought and effort to make sure

we do it the right way. Yeah.

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And it seems like the end goal

really is patient care, right?

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I mean, that's what everyone's

all the companies that I meet and

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talk with their founders or people

that are on the front lines,

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even delivering the services,

they're there to make a

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difference about the patient and

the care that they're getting.

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Um, and, you know, when you said

the dispatch, someone automatically

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with the part in hand, I mean,

that sounds like an ideal world that,

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you know, we would be living in that,

you know, has that even possible.

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And immediately it made me think, um,

you know downtime, which goes right

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back to your the name uptime, right?

Like the amount of downtime that they

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would have and not seeing patients.

And you start to start to kind of

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have a ripple effect into the patient

experience and not even just their

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their customer experience, but they

need to get in and see a doctor.

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And there if there's a piece of

equipment down that is, you know,

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vital to what they need to be doing

there, they need they need that up.

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Um, so I think it's kind of

interesting that, you know what,

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you guys are posing here and and,

you know, you kind of paint this

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picture of someone showing up

with the part in hand, like,

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has that happened?

I mean,

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it seems like it seems unreal. Yeah.

We know we're we're legitimately

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in the process of right now,

we have our first two devices that

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are active on a form that can do it,

but you need more for more data

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points. Oh yeah.

We're literally one convincing

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manufacturers that it's okay to work

with us because it's part of the

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one getting their own dev cycles

to integrate with us is important.

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for sure, but then also letting

them know how we're doing it,

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making them know this is not creating

another vulnerability point,

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because they want to make sure

that they're not creating a bad

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world for their patients,

that are being the patients that

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are using their devices either.

So it's we have a line of people

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that want to sign up or get with us,

but it's going to take some time and

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hopefully by this time next year,

we might have 10 to 20 devices,

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and then by the next year you

might have like 100 plus.

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And so yeah, we'll get there.

But I would say that there's

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something to your point that's

very accurate.

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The downtime is not just about

the machine in the cost to repair

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that machine, and maybe the

small operational disruptions or

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big operational disruptions that

happen in the office, because every

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moment that machines down, they're

not charging for services. So.

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Right. That's just missed revenue.

But then to your point,

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if you actually have a real problem

that you need a sophisticated

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machine to see you or diagnose you

because of what it is, and that's

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down That's your time, energy and

money that's being sucked away.

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And then you have to reschedule.

You probably already took off work.

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You probably already put in PTO or

sick leave to go to the doctor, and I

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do it again. Well, and then on the.

Prolonged day could potentially

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be a worse and worse outcome.

So like that's just one part of it.

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The patient suffers tremendously.

Yeah.

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In today the the backups for

scheduling appointments. Oh yeah.

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Some procedures are two months out.

Yes.

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So that one day of down isn't

you're going to get tomorrow.

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It's everyone in the line either

get shifted or you get slotted

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somewhere a little later or you

wait two months until like there's

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actually the next opening.

So there's a lot of just things.

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That and as a patient,

you're sitting there kind of

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shaking your head as to,

I don't understand why I got pushed,

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you know, I'm the one.

The things that come to mind are

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the type of equipment that not

every facility has.

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Like there's a lot of very expensive

equipment that when it's down well,

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now there's a lot of facilities

don't even have this equipment.

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So if you're the only one who

has it and it's down, well,

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the amount of those patients,

they just have to wait.

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I mean, and those those typically

are the more critical types of

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situations that patients would be in.

It's interesting because it's

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like it's a two edged it's a

double edged sword.

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There you have those specialty maybe

machines that are usually done by

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specialty providers because, you

know, it takes a sophisticated person

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to work on a machine that nobody

else really has or works on. Right.

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And because there's not a lot of

them, that also means that

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people who traditionally see or

repair those machines,

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there's not a lot of them either.

It's kind of like a supply and

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demand curve.

So if those people are all busy,

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it's actually probably a longer

lead time to get a more specialized

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machine up and running.

Unless you're paying a lot of

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money to the manufacturer to

have a true preventative

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maintenance program on it,

or a a full service contract on it,

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and that again increases the cost

to own that machine, increases the

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cost to service it, and then the

patients have to bear it or the,

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insurance partners have to bear it.

Yeah, I imagine the cost gets real

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crazy when we talk about hospitals

that have lots of moving parts.

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But if we just look at private

practice, you know,

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your typical providers that see

a lot of patients every day,

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you know, you're meeting with a

lot of these providers, you're

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talking to medical professionals.

Um, it seems like they're getting

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squeezed from all sides, right?

I mean, we talked about cyber attack.

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That's that's a big thing,

but probably less likely you have

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inflation that's happening with

the price of everything. Yeah.

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Um, decreasing payment from

insurance companies.

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Um, how are they handling all of

this? They are really struggling.

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And I will give you an example

from the dental industry, because

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that's the one that we have the most

penetration in and talk to the most,

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uh, in the dental world, insurance

is a little bit different, right?

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It's not even considered medical

insurance. It's it's own insurance.

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And the way that they reimburse

are set rates that really don't

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change very often or they haven't

changed in a while Right.

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But the cost of labor has escalated

tremendously since Covid.

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I think they were talking about

a 20 to 30% increase in just the

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traditional support staff, whether

it's your front office person,

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your office manager, your hygienist

or dental assistants, there's just

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an increase across the board.

Then you have the actual supplies

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and consumables, whether it's

the fillings or, you know,

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the actual things that you're

utilizing to fix somebody's teeth.

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Those have also increased 10 to 20%.

And then you have, you know,

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like just a general overhead and just

the patient populations that are

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coming in don't really fluctuate too

much. Like it's pretty stagnant.

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So you have a higher cost basis,

your revenue basis,

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which hasn't changed, you know,

stays almost stagnant.

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So the dentist is the only person

really getting squeezed in that whole

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system because they're traditionally

the owner of their business to

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they're not relying on some big bank.

And I think that's important for

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people to understand is big

health systems They're one.

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They're just big and they have a

lot of financial backing.

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They have a lot of different

ways to make money.

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They have a lot of different

specialties and things that

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they're offering, and they have

their own outpatient things and

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so they can weather some storms.

I'm not saying it's easy for them,

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but the single doc office owner or

the single dentist office owner,

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it's their bottom line.

That's their pocket, their take home.

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And I think they there's a stat

that said,

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today the average dentist makes less

than they did ten years ago. Wow.

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So as everyone else is salaries

are kind of taking, you know,

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the right track record with

inflation and just general.

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And the purchase power of that

dollar is less too.

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So they're going the other way.

So that's it's a very

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interesting dynamic.

So that's just one proof point.

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Yeah. It's very interesting.

And also no one wants to go to

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the dentist you know,

I mean who wants to go and get their

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teeth drilled on or no one I mean

most people don't. Right. Yeah.

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Um, I in fact, I read a while

back that the suicide rate was

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the highest in any profession

because of the fact that no one,

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everyone comes in negative.

And I have to say I'm probably

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one of them, you know, like,

I don't ever want to go.

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And when I do, it's not fun.

So I now I have to go and pay

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more as the, as the patient.

And then they're, they're, they're

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getting squeezed even more than I am.

But they have to put a smile on.

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Uh, that's a tough, tough job,

I know.

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Make it a point to, like,

have friendly conversations with

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the dentist or anybody.

I go in because I know I'm on

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the other side.

And I was the same, right?

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I was like, yeah,

my teeth are gonna poke at it.

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And I have highly sensitive teeth.

I don't want to deal with this.

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And I'd probably make them feel

pretty miserable before.

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Now I've changed my tune,

being a little closer to it.

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Yeah, it's almost like the

restaurant industry.

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You go in as a customer and you order

people around and your food's not

258

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hot and this or that or the other.

But if you go work at a restaurant,

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you realize like,

that's a tough job too, you know?

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So I'm sure you have that that

insider knowledge that's probably

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changed the way you you see medical

in general, but definitely dental.

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Yes,

ending with the restaurant analogy.

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I used to be a host, you know,

like while I was in college,

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just meeting people.

And people get frustrated at the long

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lead times and I'm like, wait times?

I was like,

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I don't control the domain.

Yeah, telling me what the answer is.

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And so I'm very kind to those people.

The wait staff my wife used to be in,

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you know, the bar scene and the

restaurant scene.

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So yeah, we kind of have now felt

enough of the world where we're

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we're, I think good people to be

around no matter where we're.

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Yeah, yeah, yeah, that that's a good

thing. It's a good thing to pass on.

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I think that the trick there in the

restaurant world is just always

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blame it on the cook, you know,

because no one ever sees the cook.

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So, you know, that's what the

waiters servers are always say,

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yeah, we got a new cook back there.

And you know,

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they don't know what they're doing.

And then you feel sorry for the

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waiter, but they're the one that

put the order in too late.

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You always have to have a

boogeyman like, of course,

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to dispel any issues. So what?

So, you know, in our original

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conversation kind of leading up

to this, I was I was really, uh,

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you know, excited about this because

I know I want you to draw a line

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between what you guys are doing,

which it seems like a very business

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oriented, efficiency driven,

you know, ROI kind of positive, uh,

284

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type of business, um, model. Right.

Like, you can go to the business

285

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of running a medical facility.

You can talk business and say,

286

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hey, look, we do all these things.

Yeah. The uptime. Right?

287

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It's going to be greater.

The revenue is going to be all

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the things that are business.

But I think what that's not really

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what drives you as much as it does.

You were you were saying access to

290

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healthcare to connect the dots there.

For me. That's a great question.

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So the way I think of the world,

I have a biased lens as being a

292

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biomedical engineer that cares about

the equipment, what I was ingrained,

293

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where it was ingrained into me,

especially when I was working at the

294

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health systems, was how important

medical equipment is just to the

295

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equation of health care And if

you think about health care, it's

296

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really a combination of a patient,

a provider and an instrument.

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Like there's it's hard to

remember the last time any of us

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got care without some kind of

technology or equipment or

299

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instrument being involved. Right?

It's as small as a thermometer

300

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to take your temperature,

but still a device.

301

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Whether it's a scale to take

your weight,

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you probably have one in your home.

Still a device, you know,

303

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or a vitals monitor.

Whatever it is, you're probably

304

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touching a machine every time you

walk into a dentist office or a

305

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medical office or a vet or an

optometry office, doesn't matter.

306

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So if you think about it that way,

that that's the equation.

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A lot of it's either solutions or

the way that we think about health

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care is always providing around

the provider and the patient.

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And we ignore the technology aspect a

lot, especially when it comes to

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managing the care environments.

So we think about access to health

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care and removing care from these

big hospital systems into your

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communities, into your homes.

It's not just the patient and

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provider that have to make that

same journey.

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It's also a device or an

instrument too.

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If you have nobody like me that

really knows how to take care of that

316

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machine, that really understands

the ins and outs of it that we're

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now utilizing for diagnostic value,

for life, safety, value,

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all of these things.

People know less about the

319

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machines the further you are

away from a health system.

320

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And that's just because you don't

have experts and it's too expensive

321

00:18:13,550 --> 00:18:16,550

and it doesn't make sense.

It's very understandable why

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that happens.

But if I were to consume care in

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00:18:20,210 --> 00:18:22,430

my community and in my home,

I want to make sure that the

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equipment I'm using is always

calibrated up to date and maintained.

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And that, I can't say is happening

today without technologies like

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Uptime Health ensuring that it's

happening because there's too

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much turnover in these outpatient

and in-home environments,

328

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because people turn over a lot

and these kinds of jobs,

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even if you had the institutional

knowledge to know how to take care

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of these things, it's probably

out the door in less than a year.

331

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And so how do you bring it back?

You need systems and tools to just

332

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kind of automate the understandings,

the learnings and everything

333

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like that.

So the so the access problem is

334

00:18:57,020 --> 00:19:01,220

making sure the equipment is also

great in those environments, but it's

335

00:19:01,220 --> 00:19:03,950

also making sure people can service

and repair in those environments.

336

00:19:03,950 --> 00:19:05,690

So this is the other half of the

problem.

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00:19:06,110 --> 00:19:09,410

There's not enough technicians

today to support the number of

338

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medical instruments that there

are in the world today,

339

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or even the US, not even the world,

just even the US is a good example.

340

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So if we do have things break down,

then we have to wait for a

341

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technician to come to that repair

and get it back up and running.

342

00:19:23,030 --> 00:19:25,970

In the health system environment,

you have technicians that live

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in the basements,

that work in the hospitals,

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that can go floor to floor and take

care of things within a pretty

345

00:19:30,620 --> 00:19:34,070

reasonable amount of time. Right.

And if something does break and go

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00:19:34,070 --> 00:19:37,280

to the basement, grab their part,

go back up to floor seven and fix it.

347

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And that's the journey in the

outpatient setting, the density of

348

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devices, which might be 10,000 per

building in the health system world,

349

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is now 10,000 across a thousand

locations in the outpatient world.

350

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And so you have a logistical burden

now that you're putting an already

351

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under sourced labor force through.

So they have to now drive,

352

00:19:58,430 --> 00:20:00,230

they have to go through traffic.

They have to check in,

353

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check out, grab gas.

There's a lot of things that

354

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make this an inefficient way to

take care of equipment.

355

00:20:06,050 --> 00:20:08,390

And because people know less

about it in those worlds,

356

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it breaks more often.

So there are more emergent repairs

357

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demanding these technicians that

now have to do, you know,

358

00:20:14,930 --> 00:20:18,770

maybe one repair per building instead

of 100 in the old scenario. Right?

359

00:20:18,920 --> 00:20:21,650

A lot of these things that we just

need people to understand it better,

360

00:20:21,650 --> 00:20:24,110

take care of their equipment in those

environments to make sure things

361

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aren't broken, to make sure people

don't have to come out and fix it,

362

00:20:27,230 --> 00:20:31,850

or else you, I, and everybody

else will be waiting one, two,

363

00:20:31,850 --> 00:20:35,930

three weeks in the future to get

our life safety or our medical

364

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equipment back up and running.

And that actually creates more

365

00:20:38,780 --> 00:20:43,040

of a health care crisis than an

access solution, because we're more

366

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reliant on the world that we built,

which might actually crumble if

367

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we don't service it correctly.

So that's the part that I'm trying to

368

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get ahead of and let people know.

Tools like mine actually improve

369

00:20:54,230 --> 00:20:56,870

access because it makes sure all

the equipment's up and running,

370

00:20:56,870 --> 00:20:59,660

and we have just good quality

health care at the same time.

371

00:20:59,690 --> 00:21:01,700

Yeah, I love that.

That's a great sort of

372

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philosophy and vision.

Um, what what are you talking what

373

00:21:05,840 --> 00:21:12,380

comes to mind is are you planning on

having, um, providers have an on

374

00:21:12,380 --> 00:21:17,000

staff person that understands uptime,

health and can interface like

375

00:21:17,000 --> 00:21:22,490

their sort of the user the,

the go to user of the facility? Yeah.

376

00:21:22,490 --> 00:21:26,780

So the way that we're trying to

build our product is I actually

377

00:21:26,780 --> 00:21:29,810

don't want people to spend a ton

of time in the product.

378

00:21:29,810 --> 00:21:32,510

I want them to spend the time that

they need to spend in the product.

379

00:21:32,510 --> 00:21:35,930

So if it's just to check on what's

going on with their machines,

380

00:21:36,260 --> 00:21:38,780

you should be able to do that in

a couple of minutes and get it,

381

00:21:38,780 --> 00:21:41,810

because your job is taking care

of patients and making sure that,

382

00:21:41,810 --> 00:21:44,210

you know, just your staff is

operating correctly.

383

00:21:44,270 --> 00:21:47,270

Equipment management should almost

feel passive because you feel like

384

00:21:47,270 --> 00:21:49,670

you're doing a good job with it.

So you check in,

385

00:21:49,670 --> 00:21:51,770

maybe in the mornings, make sure

you're doing all your daily,

386

00:21:51,770 --> 00:21:56,120

weekly, monthly, quarterly checks.

That might be a, you know, a person

387

00:21:56,120 --> 00:21:58,850

who is responsible for that task.

So there might not be a power user,

388

00:21:58,850 --> 00:22:02,510

but just an end recipient of a task.

And then there might be a office

389

00:22:02,510 --> 00:22:05,300

manager who checks like once a

week to make sure things are done.

390

00:22:05,390 --> 00:22:09,470

And the more connected my company

becomes with the equipment around it,

391

00:22:09,860 --> 00:22:13,790

the less you have to worry about

somebody in the tool and you

392

00:22:13,790 --> 00:22:17,360

eventually get the push notifications

or just receiving the benefit of

393

00:22:17,360 --> 00:22:19,670

the tool now that it's active.

So that's my hope,

394

00:22:19,670 --> 00:22:23,180

is we come into this world where

you're not really in my product.

395

00:22:23,480 --> 00:22:26,450

I obviously I want you to be for

analytics that you want to get

396

00:22:26,450 --> 00:22:29,180

out of it. Sure.

But the product is telling you

397

00:22:29,180 --> 00:22:32,720

what's wrong and helping you get

ahead of it from becoming a problem.

398

00:22:32,720 --> 00:22:37,520

So if I can trend maybe an ambient

temperature inside of a room

399

00:22:37,520 --> 00:22:41,570

that's increasing for no reason,

that's not a good sign.

400

00:22:41,570 --> 00:22:45,410

So maybe I proactively alert the

office manager saying ambient

401

00:22:45,410 --> 00:22:48,050

temperature is above normal

threshold. Let's see what's going on.

402

00:22:48,050 --> 00:22:51,080

So it's like they're kind of just

getting alerts when they like that.

403

00:22:51,950 --> 00:22:56,060

Yeah, but but in the current day

having the reactive where they can

404

00:22:56,060 --> 00:22:59,990

jump in there and see, oh we heard

the machine doing this or you know,

405

00:22:59,990 --> 00:23:02,630

it, it kind of sputtered,

let's see if there's if it showed

406

00:23:02,630 --> 00:23:07,550

us any data, um, that is giving

them data that they didn't have

407

00:23:07,550 --> 00:23:10,520

before to make decisions on the fly.

And maybe they don't need to

408

00:23:10,520 --> 00:23:13,730

call a repairman at that moment,

but they're going to know, okay,

409

00:23:13,730 --> 00:23:16,550

well, maybe we need to restart it.

Maybe we need to shut it down,

410

00:23:16,550 --> 00:23:19,550

let it cool off, or something

needs to happen with this machine.

411

00:23:19,550 --> 00:23:25,970

And we can we can be part of that.

Um, now instead of, um, you know,

412

00:23:25,970 --> 00:23:28,640

waiting and not knowing.

I mean, knowing versus not

413

00:23:28,640 --> 00:23:30,830

knowing what we're talking about.

And then it kind of makes me think,

414

00:23:30,830 --> 00:23:35,300

all right, well, you've got your,

um, you've got your suppliers,

415

00:23:35,300 --> 00:23:37,430

the, you know,

you're talking about development

416

00:23:37,430 --> 00:23:40,760

cycle you're trying to get into.

Um, I would think that they'd be

417

00:23:40,760 --> 00:23:44,520

all over something like this

because it gives them eyes into

418

00:23:44,520 --> 00:23:48,630

how their machines are operating

in the field. Um, post delivery.

419

00:23:48,630 --> 00:23:52,080

And I would think that they would

be your biggest champion once

420

00:23:52,080 --> 00:23:54,570

they understand how it works.

They're starting to become our

421

00:23:54,570 --> 00:23:57,060

biggest champions just for the

reason you identified.

422

00:23:57,060 --> 00:24:00,330

And I think the other thing that we

can look at is that whole repair,

423

00:24:00,330 --> 00:24:02,820

replace cycle analysis that we

do in real time.

424

00:24:02,820 --> 00:24:05,820

So going back to your point, if

something's broken, when you can just

425

00:24:05,820 --> 00:24:09,570

scan that QR code you put on your

machines with our with any phone,

426

00:24:09,930 --> 00:24:13,860

it will pop open the device record.

And in that while you're clicking

427

00:24:13,860 --> 00:24:17,910

Request Service, it'll actually say

this is marked as a replaceable item.

428

00:24:17,910 --> 00:24:20,610

So do you want to spend good

money after bad?

429

00:24:20,640 --> 00:24:23,250

Do you want to wait for a technician

to come out here and spend their

430

00:24:23,250 --> 00:24:26,730

travel fee and their labor fees?

You just get a new one because

431

00:24:26,730 --> 00:24:29,760

the data says get a new one.

So what you've done there is

432

00:24:29,760 --> 00:24:33,480

you've actually created a

solution in real time.

433

00:24:33,480 --> 00:24:36,390

You've reduced the need for a

technician to come out.

434

00:24:36,390 --> 00:24:40,770

So that labor force is now one last

open service request that probably

435

00:24:40,770 --> 00:24:43,470

wasn't needed to begin with. right.

We're going to come in and tell

436

00:24:43,470 --> 00:24:46,350

you replace it so it saves him

or her a truck roll.

437

00:24:46,710 --> 00:24:49,440

There's a lot of these benefits

that you can get today that are

438

00:24:49,440 --> 00:24:52,410

going to help the ecosystem.

The automated world is just more

439

00:24:52,410 --> 00:24:54,120

of a cherry on top.

But today you get a lot of

440

00:24:54,120 --> 00:24:57,210

benefits already. Yeah.

You're helping that, um,

441

00:24:57,480 --> 00:25:02,340

person in the office make a

decision quicker and more informed.

442

00:25:02,700 --> 00:25:04,620

Um,

which leads to all kinds of benefits.

443

00:25:05,040 --> 00:25:08,550

Uh, and then I think the data to the,

the supplier, the equipment

444

00:25:08,550 --> 00:25:13,110

manufacturer is vital for so many

reasons for future development and

445

00:25:13,110 --> 00:25:16,620

all dollars spent behind that,

um, and future sales because,

446

00:25:16,620 --> 00:25:19,290

you know, I don't know if they have

salespeople going into these offices.

447

00:25:19,290 --> 00:25:22,110

I assume they would, you know,

depending on what they're selling,

448

00:25:22,650 --> 00:25:24,180

um, they're going to be able to say,

well,

449

00:25:24,180 --> 00:25:27,840

we've got data on the last five years

of using these type of equipment.

450

00:25:27,840 --> 00:25:32,730

And, um, look, this is how it's gone.

And can you, can our competitor give

451

00:25:32,730 --> 00:25:36,420

you that data? Well, no, they can't.

So there's a huge gap that,

452

00:25:36,420 --> 00:25:38,820

you know, maybe they're maybe

we're more expensive.

453

00:25:38,820 --> 00:25:41,610

But is it worth knowing how this

is going to perform in the next

454

00:25:41,610 --> 00:25:44,280

five years?

Yeah, these distributors and

455

00:25:44,280 --> 00:25:46,680

these manufacturers,

they love us for that data alone.

456

00:25:46,680 --> 00:25:50,100

Because because people are

utilizing our tools to manage

457

00:25:50,100 --> 00:25:53,190

their stuff and do dispatching.

And we have that repair replace

458

00:25:53,190 --> 00:25:56,130

analysis score.

We've de facto become the best

459

00:25:56,130 --> 00:26:00,060

lead gen engine for anyone selling

equipment into our clients to

460

00:26:00,060 --> 00:26:02,850

know what they're going to buy,

and we're doing it with data.

461

00:26:02,850 --> 00:26:05,430

So we're not telling you to sell

them like snake oil or something.

462

00:26:05,430 --> 00:26:08,970

Yeah, we need we're telling you,

give them a quote for a new

463

00:26:08,970 --> 00:26:11,910

sterilizer because we've identified

even to them that they're going

464

00:26:11,910 --> 00:26:14,820

to need new sterilizers.

So be a good steward in their

465

00:26:14,820 --> 00:26:17,250

sales process.

Be more of a consultant versus a

466

00:26:17,250 --> 00:26:20,880

somebody trying to hit a quota.

And that's actually creating a lot

467

00:26:20,880 --> 00:26:24,900

of benefit for the customer who

might not trust the salesperson

468

00:26:25,140 --> 00:26:28,140

and the salesperson to actually

spend their time efficiently.

469

00:26:28,140 --> 00:26:32,010

So it's a win win on both accounts

and then the manufacturer.

470

00:26:32,040 --> 00:26:35,730

In worlds like dentistry and

even outpatient medicine,

471

00:26:35,730 --> 00:26:39,570

where the manufacturer isn't always

the direct seller, they go through

472

00:26:39,570 --> 00:26:42,750

distribution layers like a big

company in Dentons, Henry Schein.

473

00:26:42,780 --> 00:26:44,790

They're also really big in the

medical space.

474

00:26:44,850 --> 00:26:49,140

And what happens is manufacturers

sell all their stuff through them.

475

00:26:49,140 --> 00:26:52,500

And Henry Schein is also in the

dental world, the service layer.

476

00:26:52,590 --> 00:26:53,880

Okay.

If something does break down,

477

00:26:53,880 --> 00:26:56,970

they're dispatching Henry Schein

technicians to take care of them.

478

00:26:57,240 --> 00:27:00,840

But what happens is all that failure

history and all that repair history,

479

00:27:00,840 --> 00:27:03,870

because it's not going back to the

manufacturer in any of these worlds.

480

00:27:03,930 --> 00:27:05,730

Mhm.

They don't really understand how

481

00:27:05,730 --> 00:27:09,060

their equipment performs in the

real world either. That's right.

482

00:27:09,180 --> 00:27:12,240

They're not doing the repairs.

They might sometimes get enough

483

00:27:12,240 --> 00:27:15,450

complaints to be like that.

One part is faulty across the board

484

00:27:15,450 --> 00:27:18,240

we've replaced 100,000 of them.

You need to recall it.

485

00:27:18,240 --> 00:27:21,690

Those those might trickle up,

but it could be the innocuous

486

00:27:21,690 --> 00:27:24,870

things that somebody comes in like,

you know, has to hit reset a few

487

00:27:24,870 --> 00:27:27,360

times or has to tweak this thing

all the time, and they don't

488

00:27:27,360 --> 00:27:31,110

realize it's such a problem.

And if we can give them the data

489

00:27:31,110 --> 00:27:34,140

that says, here's how your machines

perform and here's what's failing

490

00:27:34,140 --> 00:27:37,710

the most, then the next rev,

they can fix those problems that

491

00:27:37,710 --> 00:27:39,450

we didn't even know about.

So it's not even that they don't

492

00:27:39,450 --> 00:27:40,830

want to fix it.

They didn't even know about it

493

00:27:40,830 --> 00:27:43,830

to begin with.

Yeah, it seems like all that data

494

00:27:43,830 --> 00:27:47,970

is only going to make the Henry

Shine's of the world more effective,

495

00:27:48,000 --> 00:27:50,970

you know,

smarter about what they're doing.

496

00:27:51,150 --> 00:27:53,280

Um,

it would change their business model,

497

00:27:53,280 --> 00:27:57,000

or it would change their business.

It's undoubtedly because more

498

00:27:57,000 --> 00:27:59,880

data is going to change.

But I think for the positive and of

499

00:27:59,880 --> 00:28:02,580

course, the manufacturer is going

to be changed for the positive.

500

00:28:02,580 --> 00:28:06,390

And that relationship probably would

be stronger between the manufacturer

501

00:28:06,390 --> 00:28:10,860

and the Henry Shin um, layer.

Um, man, I'm really starting to

502

00:28:10,860 --> 00:28:13,230

think through the,

the implications of the data.

503

00:28:13,230 --> 00:28:17,130

Having that, it makes me come to

mind, like I'm thinking about

504

00:28:17,130 --> 00:28:21,510

researchers just as kind of random,

but researchers writing about

505

00:28:21,510 --> 00:28:26,790

the medical world and, you know,

getting back to access to patient

506

00:28:26,790 --> 00:28:29,460

care and what patient care

actually looks like, you know,

507

00:28:29,460 --> 00:28:33,360

if you have the data on what

equipment's actually being used,

508

00:28:33,390 --> 00:28:36,780

you know, you can see, okay,

we have this office.

509

00:28:36,780 --> 00:28:40,680

It's sort of like those,

look behind the curtain and see what

510

00:28:40,680 --> 00:28:45,270

instruments were actually used.

What period of time over, you know,

511

00:28:45,270 --> 00:28:50,340

for what? What type of procedures.

Um, you know, offices are going

512

00:28:50,340 --> 00:28:52,260

to see so much more efficiency

because they're going to say, well,

513

00:28:52,260 --> 00:28:54,750

we don't we don't even need these

things that we're not we thought

514

00:28:54,750 --> 00:28:58,050

were reasonable or not. Right.

But if you're looking back, you know,

515

00:28:58,050 --> 00:29:02,220

2020 and saying, how can we improve

medical care for the patient?

516

00:29:02,640 --> 00:29:05,820

Um, there's a lot of data that's

going to tell a lot of stories in

517

00:29:05,820 --> 00:29:09,450

there. It's super interesting.

Yeah, I yeah, I agree with that.

518

00:29:09,450 --> 00:29:15,150

Which is we're all on the tip of the

iceberg for the medical data world.

519

00:29:15,390 --> 00:29:19,650

I think other industries have done

a pretty good job, or a decent

520

00:29:19,650 --> 00:29:23,370

enough job to realize data was

going to be immensely important,

521

00:29:23,370 --> 00:29:26,790

and they've been able to mine them,

or at least now standardize them

522

00:29:26,790 --> 00:29:29,310

better than they have before to

create clean data sets.

523

00:29:29,580 --> 00:29:33,150

I think in medical, because data has

always been a touchy subject, right?

524

00:29:33,150 --> 00:29:35,490

Because it's a lot of it's

protected information.

525

00:29:35,490 --> 00:29:37,500

So it's not that they don't want

to share.

526

00:29:37,500 --> 00:29:39,960

They just maybe didn't know how

to share at the beginning because

527

00:29:39,960 --> 00:29:43,080

the world wasn't secure enough to

share this very sensitive stuff.

528

00:29:43,290 --> 00:29:48,210

But I think what we can do as a

medical industry is identify the

529

00:29:48,210 --> 00:29:52,620

data sets that don't touch patient

information, and start making a

530

00:29:52,620 --> 00:29:56,040

conservative effort to make those

better so equipment performance

531

00:29:56,790 --> 00:29:59,760

doesn't have to touch medical or

doesn't touch patient data,

532

00:29:59,850 --> 00:30:03,330

even building performance, you know,

like whatever it might be or flow

533

00:30:03,330 --> 00:30:07,320

or how does it how do you ramp up

a front office person or like,

534

00:30:07,320 --> 00:30:09,540

you know, all these things,

there are lots of data around it,

535

00:30:09,540 --> 00:30:11,730

but it's just not,

I don't think, mined or at least

536

00:30:11,730 --> 00:30:15,240

mineable in its current format.

And as people can kind of step up and

537

00:30:15,240 --> 00:30:17,850

start exposing it in a positive way,

I think we're going to find a

538

00:30:17,850 --> 00:30:21,090

lot of benefit. Yeah, I agree.

And, you know,

539

00:30:21,090 --> 00:30:24,570

another thing that kind of comes

to mind is this squeeze point

540

00:30:24,570 --> 00:30:28,170

that all the providers are having

with all the things we mentioned,

541

00:30:28,350 --> 00:30:32,400

it seems sort of dystopian that,

you know, why would you even want

542

00:30:32,400 --> 00:30:36,150

to stay in that profession? Right.

Like there's so many things against

543

00:30:36,150 --> 00:30:41,400

you, but I think if they were to

really take a harder look at

544

00:30:41,640 --> 00:30:46,290

their business from sort of this

perspective that we're giving, um,

545

00:30:46,290 --> 00:30:49,080

and that you're giving with your,

your, your tool and your company.

546

00:30:49,560 --> 00:30:54,510

Um, I think that it would help them

to rethink how they operate, like how

547

00:30:54,510 --> 00:30:59,190

they actually practice medicine, what

their business model actually is.

548

00:30:59,550 --> 00:31:03,030

Um, I know I've seen a lot of,

um, primary cares go to concierge

549

00:31:03,450 --> 00:31:06,210

services, will have a flat fee

every month, and they only take

550

00:31:06,210 --> 00:31:08,700

on a certain number of patients.

That's one example, I think,

551

00:31:08,700 --> 00:31:10,980

of someone changing their model

and getting back to actual

552

00:31:10,980 --> 00:31:14,790

patient care and not just being

kind of part of the system,

553

00:31:14,790 --> 00:31:18,540

but I'm sure there are other ways

that could come from the data.

554

00:31:18,570 --> 00:31:22,350

You know, if it if they were to

sit with a consultant, probably,

555

00:31:22,350 --> 00:31:26,490

or someone that understands business

and also understands their business

556

00:31:26,490 --> 00:31:30,210

and where to say, okay, well,

what what are we doing the most of

557

00:31:30,210 --> 00:31:34,320

and how do we streamline so that we

can actually get back to making a

558

00:31:34,320 --> 00:31:40,020

profit and paying our physicians

Well, because they're being paid,

559

00:31:40,020 --> 00:31:43,080

because they're showing up and

bearing the burden of all of this is

560

00:31:43,080 --> 00:31:46,380

going to lead to better patient care.

You know, the machinery taking

561

00:31:46,380 --> 00:31:50,640

care of, um, you know, front desk,

taking care of all the things that

562

00:31:50,640 --> 00:31:53,880

you just go down the list of all

all of the touch points. Yeah.

563

00:31:54,060 --> 00:31:58,560

Um, I think it's going to really.

I think it's a great inception point

564

00:31:58,560 --> 00:32:02,670

for them to start thinking more

like a business person, rather than

565

00:32:02,670 --> 00:32:06,420

a dentist or a physician. Yeah.

And it makes you feel for them,

566

00:32:06,420 --> 00:32:09,870

too, right? These are people, sure.

Dentists or medical professionals

567

00:32:09,870 --> 00:32:13,560

that went to school for,

you know, five years and years

568

00:32:13,560 --> 00:32:18,060

post lots of medical debt. Yeah.

And not just a medical debt,

569

00:32:18,060 --> 00:32:21,300

but those last five years were

all about just how do you become

570

00:32:21,300 --> 00:32:25,290

a good patient care provider.

And there's not a lot of information

571

00:32:25,290 --> 00:32:29,130

about how do you run a business?

Yes, business is already hard enough.

572

00:32:29,160 --> 00:32:30,630

Yeah.

Take care of patients is

573

00:32:30,630 --> 00:32:33,300

extremely hard.

So we have these doctors who run

574

00:32:33,300 --> 00:32:36,760

their own companies, you know.

Truly. And they don't.

575

00:32:36,790 --> 00:32:39,400

They're not really trained on how

to think about running a business.

576

00:32:39,400 --> 00:32:41,140

They're really trying not to

think about taking care of their

577

00:32:41,140 --> 00:32:44,650

patients the best way.

And so you see a lot of these doctors

578

00:32:44,650 --> 00:32:48,640

in the past, especially in, you know,

dental can do a lot of improvements

579

00:32:48,640 --> 00:32:52,930

here too, is they're just making

good money without even trying.

580

00:32:53,920 --> 00:32:56,740

Because people need care.

And care is expensive.

581

00:32:56,740 --> 00:32:59,230

And, you know, even whatever your

overhead is, you're still probably

582

00:32:59,230 --> 00:33:02,290

making a good bottom line.

So there's no incentive to be

583

00:33:02,290 --> 00:33:05,650

super efficient.

There's no incentive to be like

584

00:33:05,650 --> 00:33:08,020

figuring out the best EBITDA.

Now, the people who care about

585

00:33:08,020 --> 00:33:11,800

money and patient care,

like they're the ones that kind

586

00:33:11,800 --> 00:33:15,790

of start tweaking that first.

But I'd say the vast majority of

587

00:33:15,790 --> 00:33:19,420

these doctors are really just they're

about the patients and you have to

588

00:33:19,420 --> 00:33:23,020

kind of beat into their head like,

hey, you're overspending here.

589

00:33:23,020 --> 00:33:26,260

Why don't you have a just in

time inventory for these select

590

00:33:26,260 --> 00:33:28,420

items and have stocked inventory

for these items?

591

00:33:28,480 --> 00:33:30,760

You're not paying overnight shipping.

And so that's right.

592

00:33:30,850 --> 00:33:35,320

A lot of these small tweaks that

a general person who didn't just

593

00:33:35,350 --> 00:33:38,980

focus on patient care for 510 years,

but we focused on just living in

594

00:33:38,980 --> 00:33:41,890

the world and kind of seeing how

businesses run and being in the

595

00:33:41,890 --> 00:33:44,800

business side of things like,

yeah, that's obvious to us.

596

00:33:44,800 --> 00:33:46,690

It's not obvious to them.

So I think they're just needs to

597

00:33:46,690 --> 00:33:50,770

be a just more of a collaboration

on all fronts and be like,

598

00:33:50,770 --> 00:33:53,350

let's help you, help us.

And yes, listen to us because we

599

00:33:53,350 --> 00:33:56,020

know more about this than you do,

but we'll listen to you all day about

600

00:33:56,020 --> 00:33:59,020

patient care, because that's what you

know more than I do about. Yeah.

601

00:33:59,020 --> 00:34:01,930

And, you know, I think that's a

perfect place to end this because

602

00:34:01,930 --> 00:34:05,590

it it really ties us back to the

beginning where I was talking to

603

00:34:05,590 --> 00:34:08,140

Brandy in the last episode.

I'm talking to you here now,

604

00:34:08,140 --> 00:34:12,460

I think the trifecta to this is I

need someone to come on and talk

605

00:34:12,550 --> 00:34:15,460

from that perspective of, like,

maybe a business consultant that

606

00:34:15,460 --> 00:34:19,390

only works with primary care

practices or dentists or whatever,

607

00:34:19,390 --> 00:34:21,400

and helping them think like

business owners, because that

608

00:34:21,400 --> 00:34:25,300

would sort of round it out all

from a business standpoint, too.

609

00:34:25,300 --> 00:34:26,530

You know,

I think that would be a lot of fun.

610

00:34:26,530 --> 00:34:29,230

So if you know anybody or you

meet anybody. I don't know if.

611

00:34:29,230 --> 00:34:31,900

You if you want names, I know a.

Few. Yeah. Let's do it. Yeah.

612

00:34:31,900 --> 00:34:33,370

I would love to have them.

On, you know.

613

00:34:33,580 --> 00:34:35,620

And I'll get you the names and

their and their information to

614

00:34:35,620 --> 00:34:37,780

see if you want to bring them on.

Yeah, that'd be awesome.

615

00:34:37,780 --> 00:34:40,570

Because, you know, I think that's

such an interesting perspective

616

00:34:41,080 --> 00:34:45,010

that we all know that they're doing

their best to run a great practice.

617

00:34:45,010 --> 00:34:47,830

But, um, but, you know,

they weren't trained in that.

618

00:34:48,340 --> 00:34:51,520

Oh, and I, I'm fortunate enough to

have the lens of being in a family

619

00:34:51,520 --> 00:34:56,470

with a lot of doctors and even,

you know, seeing my friends go

620

00:34:56,470 --> 00:34:59,530

through that whole grind.

And it was funny, the reason that I

621

00:34:59,530 --> 00:35:03,160

kind of end on this note here to.

Yeah, the reason I it came to my mind

622

00:35:03,160 --> 00:35:07,390

as to like why we might have an issue

here and seeing that it's more of a

623

00:35:07,390 --> 00:35:10,330

people not being good businessmen.

That shouldn't be good businessmen.

624

00:35:10,330 --> 00:35:12,280

There should be good patient

care givers. Mhm.

625

00:35:12,580 --> 00:35:14,770

Um, or businesswoman I shouldn't

have said just men.

626

00:35:15,130 --> 00:35:20,410

Uh, but at the end of the day,

what happened is that we had HubSpot,

627

00:35:20,410 --> 00:35:24,790

which is a software CRM tool that we

utilize for marketing and sales,

628

00:35:24,790 --> 00:35:28,750

and I was talking to my friends about

that too, and they were very confused

629

00:35:28,750 --> 00:35:32,500

as to why do we need a CRM to like,

what is that? What does that mean?

630

00:35:32,500 --> 00:35:36,250

And these are people who like Harvard

Medical School. Super smart people.

631

00:35:36,250 --> 00:35:38,800

Yeah, yeah, people.

But they just don't grasp the

632

00:35:38,800 --> 00:35:40,750

concept of why that's important.

They're like, well,

633

00:35:40,750 --> 00:35:43,270

don't people just know that?

Or, you know, it's one of those they

634

00:35:43,270 --> 00:35:46,330

they ask good, curious questions

about the fact that where they

635

00:35:46,330 --> 00:35:50,680

started asking the question was very

like in a low understanding point.

636

00:35:50,680 --> 00:35:52,930

And by the time we're done with the

conversation, they were ranked up to

637

00:35:52,930 --> 00:35:56,620

being like, oh, that makes sense.

But yes, the baseline is very low

638

00:35:56,620 --> 00:35:58,930

unless you start asking questions

and many of them don't because they

639

00:35:58,930 --> 00:36:03,610

don't need to. Right, right. Yeah.

That's it's such an interesting,

640

00:36:04,090 --> 00:36:07,900

such an interesting topic.

So yes I want to talk to somebody.

641

00:36:07,900 --> 00:36:10,480

So that's that's great.

That's great I love it.

642

00:36:10,480 --> 00:36:13,060

Hey thanks for being on.

And if we want to send people

643

00:36:13,060 --> 00:36:16,480

your way where do we send them.

Uh, you can find us online.

644

00:36:16,480 --> 00:36:18,970

You know, uptime health.

Com just like it sounds.

645

00:36:18,970 --> 00:36:23,590

Uptime health. Com.

Um, we're very active on socials.

646

00:36:23,590 --> 00:36:26,200

Everything's basically the at

uptime health.

647

00:36:26,200 --> 00:36:28,840

Uh, so you can find us anywhere if

you need questions answered or just

648

00:36:28,840 --> 00:36:31,210

want to look at what we've got.

That's awesome.

649

00:36:31,210 --> 00:36:33,730

Thanks a lot,

Jinesh All right. Thanks.