Peel back the layers that touch procedural care to reveal progress, results and financial improvements.
I think when were able to go to an organization and you have all these individuals and all these different actors– anesthesia, nursing, SPD, financial clearance, scheduling, and so on and so forth, everyone has their own lens as to what their issues are and what their challenges are. And everyone owes something in this process and in this chain. But what people lose sight of is the patient experience and how crummy it is.
So when we actually are in this room and people are kind of, like, pointing fingers as to well, I cant do this because so and so blah, blah, blah, when you kind of get them to say, all right, the patients here in the middle. OK, do we want them to even experience that? Is there a way we can even pull that away? Can we combine these three calls into one? Is it possible, being able to come there and challenge them by putting the patient in the center and bringing new alternatives to the paradigm so at the end of the day, its, like, almost less, but better.
And thats the goal here– less but better. Were going to remove steps. Were going to make it more– were going to make the experience better for the patient. Quality is going to be improved. Overall, more efficiency, greater productivity, the less but better– thats what were trying to achieve.
What I love about SD is that were thinking so further outside just surgery. Like, theres so many different layers that– revenue cycle, obviously, touches surgery tremendously. You know, inpatient bed management tremendous touches surgery. You look at, like, material management. Almost 60% to 70% of a hospitals expense for material management comes from surgery. Theres so many different areas that we can touch.
Over the last three to five years– even more than that– theres been a lot of merger and acquisition. Particularly during COVID, theres some hospitals that were winners and some hospitals that were losers, functionally. And what Ive experienced more recently is the system that is struggling with these silos of their hospitals. I have six hospitals. They all do things independently. The volume is in the hospital. But we need to grow as a system.
You know, theres all these new nuances that I think were growing into from a strategy perspective to help service systems as opposed to individual hospitals. The other part of it is, I think all the things were looking at now, functionally, not only generate a ROI in terms of improving access for more cases to be done, improving productivity, you know? But it also not just for that year. Its like its hardwired, ongoing, year after year after year. And its only going to kind of– would only increase.
So the financial impact of what were able to do– like a 1% impact on surgery is tremendous to a hospital. A 1% impact could be maybe– I mean, were talking one system, 1% impact could be $80 million. Thats tremendous in terms of what were able to do to move the dial from a hospital revenue and expense perspective.
