REP AUG 21

vol.29 no.8 • August 2021

repertoiremag.com

Introducing Vscan Air™ A wireless handheld ultrasound system from GE Healthcare that enables whole body scanning and delivers crystal-clear images.

See More. Treat Faster.

TM

View more about Vscan Air handheldultrasound.gehealthcare.com

To learn more and purchase Vscan Air and other GE Healthcare ultrasound products, contact your MedPro Sales Rep today.

mproassociates.com (See inside cover for a nationwide territory map and contact info.)

412-9199 ciates.com

David Stewart 309-453-5543 dstewart@mproassociates.com MN, IA, SD, ND, NE

Chris Harris 901-692-8262 charris@mproassociates.com AR, TN

Mike Piper 240-478-8666 mpiper@mproassociates.com MD, DC, DE, VA

Greg Wa gwalsh@ Upstate

312-2428 ciates.com

Neil Gross 630-263-1733 ngross@mproassociates.com N. IL, WI

David Salter 251-510-0592 dsalter@mproassociates.com AL, MS, N. LA

Chris Aders 803-420-2028 caders@mproassociates.com NC, SC

Wayne C wcreyau S. NJ, E

Amy Empric 770-335-4810 aempric@mproassociates.com GA, FL panhandle

Rick D’E rdelio@ N. NJ, N

MedPro Non-Acute Care Sales Team Sale MedPro Non-Acute MedPro Care Non-Acute Sales Team Care

edPro Non-Acute Care Sales Team Gino Liongson 317-709-3577 gliongson@mproassociates.com IN, MI, W. OH

Stephen Weiss 972-465-0663 sweiss@mproassociates.com N. TX, OK

1560 tes.com y & San Diego

Zac Stewart 309-634-8222 FrankTaS4 Gustafson 305-389-9261 MarkFernando Spearman Jay Hodnett 314-625-5273 BradJay Krutsinger Hodnett 424-247-3168 314-625-5273 MarkErik Spearman 412-848-2845 zstewart@mproassociates.com jhodnett@mproassociates.com fspirko@ egustafson@mproassociates.com mspearman@mpr ftapia@mpro bkrutsinger@mproassociates.com jhodnett@mproassociates.com mspearman@mproassociates.com W. OH N. NJ, NM W. PA,FLE.except OH, WV, MO, SW.IL,PA, E.FL KSexcept Pa CO, UT, MO, WY, SIN, IL, E. MI, MT E. KS E. OH, WV,Panhandle MD Panhandle

Lee Crane 205-242-9556 Krutsinger 424-247-3168 KevinBrad Bonds 720-939-6704 lcrane@mproassociates.com bkrutsinger@mproassociates.com kbonds@mproassociates.com S.W. TX, S.AK LA CO,ID, UT, WY, E. MT WA, OR, MT,

4 com

David Stewart 309-453-5543 199 Elaine DeYager 916-412-9199 Jay Hodnett 314-625-5273 -247-3168 dstewart@mproassociates.com s.com edeyager@mproassociates.com jhodnett@mproassociates.com ssociates.com IA, SD, N. CA,MN, N. NV MO, S ND, IL, E.NE KS Neil Gross 630-263-1733 2428 Maurice Lacson 818-312-2428 WA Chris Harris 901-692-8262 53-5543 ngross@mproassociates.com .com mlacson@mproassociates.com charris@mproassociates.com ciates.com IL, AR, WI TN HI S. CAN. - LA-North, MT

M3 PiperKevin 240-47 Harris 901-692-8262 Walsh DavidChris Stewart 309-453-5543 Piper 240-478-8666 Harris 901-692-8262 Mark Spearman 412-848-2845 ChrisMike Fernando Tapia 786-376-9160 Mike Greg kmanni mpiper@mproass charris@mproassociates.com gwalsh@mpr dstewart@mproassociates.com mpiper@mproassociates.com charris@mproassociates.com mspearman@mproassociates.com ftapia@mproassociates.com ME, MD, DC, DE,MA, VA Upstate NY, C MN, IA, ND, MD, DC, VA Panhandle AR,SD, TN W. PA,NE E. OH, WV, MD Panhandle AR, TN FL DE, except

MedPro Non-Acute Care Sales Team dPro Non-Acute Care Sales Team

1733 om ates.com an Diego

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Neil Gross 630-263-1733 DavidMike Salter 251-510-0592 Piper 240-478-8666 ngross@mproassociates.com dsalter@mproassociates.com mpiper@mproassociates.com N. IL,AL, WI MS, LA DE, VA MD,N.DC,

Isaac Cr ChrisWayne Aders 803-4 DavidChris Salter 251-510-0592 Creya Aders 803-420-2028 Greg Walsh 315-945-9043 icross@ caders@mproass dsalter@mproassociates.com wcreyaufmille caders@mproassociates.com gwalsh@mproassociates.com NM, NC, SC AL, MS, LA S. NJ,AZ, E. PA NC,N. SC ME Upstate NY, CT VT

Stephen GinoWeiss Liongson 317-709-3577 Chris972-465-0663 Aders 803-420-2028 sweiss@mproassociates.com gliongson@mproassociates.com MN caders@mproassociates.com N. TX,IN, OKMI,NC, W. SC OH

Albert Amy Rick Empric 770Gino Amy Liongson 317-709-3577 D’Elio 2S Empric 770-335-4810609-980-1960 Wayne Creyaufmiller 770-715 aempric@mproas gliongson@mproassociates.com rdelio@mpro aempric@mproassociates.com wcreyaufmiller@mproassociates.com IN, MI,GA, W.FL OH N.panhandle NJ,asands@ New Yo NHGA, FL S.panhandle NJ, E. PA

ND

MedPro Non-Acute Care Sales Team SD

WI

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Erik Gustafson 30 Zac Stewart 309-634-8222 FrankTapia Spirko Crane 205-242-9556 Lee Hodnett Crane 205-242-9556 Erik Gustafson 305-389-9261 Zac Stewart 309-634-8222 Fernando 7 Mark Spearman 412-848-2845 BradLee Krutsinger 424-247-3168 Jay 314-625-5273 Amy Empric 770-335-4810 Gino Liongson 317-709-3577 Rick D’Elio 201-953-6736 WY MI egustafson@mproassociates.com RI ftapia@mproasso egustafson@mpro zstewart@mproassociates.com fspirko@mpr lcrane@mproassociates.com lcrane@mproassociates.com zstewart@mproassociates.com mspearman@mproassociates.com bkrutsinger@mproassociates.com jhodnett@mproassociates.com aempric@mproassociates.com gliongson@mproassociates.com rdelio@mproassociates.com IN, PA, MI,FLW. OH N. NJ,Panhan New Yo S. WY, TX,IN, S. LA S. TX, S. LA Panhandle W. OHpanhandle FL except W. E.except OH, WV, MD PA Panhandle CO, UT, E. MI, MTW. OH MO, SIN, IL,MI, E.GA, KSFL N. NJ, New York City, LongN.CT Island IA NJ, NYC, Long Island NE NV S. NJ Hodnett 314-625-5273 3168 Tapia 786-376-9160 Spearman 412-848-2845 GregKevin WalshMannin 315-9 Piper 240-478-8666 ChrisMark Harris 901-692-8262 DavidJay Stewart 309-453-5543 Erik Gustafson 305-389-9261 Mike Fernando Zac Stewart 309-634-8222 9556 OHFrank Spirko 973-879-6105 UT kmanning@m IN Fernando Tapia 7 Mark Spearman 412-848-2845 Jay Hodnett 314-625-5273 Brad Krutsinger 424-247-3168 Bonds 720-939-6704 IL jhodnett@mproassociates.com ates.com ftapia@mproassociates.com mspearman@mproassociates.com gwalsh@mproass mpiper@mproassociates.com m charris@mproassociates.com dstewart@mproassociates.com egustafson@mproassociates.com zstewart@mproassociates.com tes.comCAKevin fspirko@mproassociates.com MD, DC, DE ftapia@mproasso mspearman@mproassociates.com jhodnett@mproassociates.com bkrutsinger@mproassociates.com kbonds@mproassociates.com CO MA,NY, ME,CTNH, R MO, SIN, IL, E.NE KS FL except Panhandle W. PA,FL E.except OH, WV,Panhandle MD Panhandle MD, DC, DE,N.VA AR, TN MN, IA, SD, ND, MI, W. OH NJ, New York City, Long IslandUpstate WVPA, FL except Panhan W. E. OH, WV, MD Panhandle MO, S IL, E. KS CO, UT, WY, E. MT WA, OR, ID, W. MT, AK VA KS MO Isaac Cross 3 Chris916-412-9199 Harris 901-692-8262 543 Walsh 315-945-9043 Mike Piper 240-478-8666 ChrisGreg Aders 803-420-2028 David Salter 251-510-0592 Neil Gross 630-263-1733 WA WA Kevin 781-439-5969 Wayne GregCreyaufmi Walsh 315MikeManning Piper 240-478-8666 Chris Harris 901-692-8262 David Stewart 309-453-5543 Elaine DeYager KY icross@mpro charris@mproassociates.com s.com edeyager@mproassociates.com gwalsh@mproassociates.com mpiper@mproassociates.com wcreyaufmiller@m caders@mproassociates.com dsalter@mproassociates.com ngross@mproassociates.com gwalsh@mproas mpiper@mproassociates.com charris@mproassociates.com dstewart@mproassociates.com kmanning@mproassociates.com Upstate NY,S. CTNV DC, DE, MN, IA, SD, ND, AL, NE MS, N. CA, AZ, NM, NCVA AK ME AR, Upstate NY, CTNH, MD,N.DC, S. NJ, E. PA NC, SC LADE, VAMT AR, TN N.N.IL,NV WI TN MA,MD, ME, RI,VTVT MT

465-0663 ates.com

ND ND TN AZ Wayne Creyaufm Chris Aders 803-420-2028 David Salter 251-510-0592 Neil Gross 630-263-1733 Maurice Lacson 818-312-2428 OK Albert David Salter 251-510-0592 Creyaufmiller 609-980-1960 Rickwcreyaufmiller@m D’Elio Sands, 201-95 Chris Aders 803-420-2028 Amy Wayne Empric 770-335-4810 Gino Liongson 317-709-3577 Stephen Weiss 972-465-0663 Isaac Cross 314-707-9704 NMOR caders@mproassociates.com dsalter@mproassociates.com ngross@mproassociates.com ORmlacson@mproassociates.com AR SC dsalter@mproassociates.com om wcreyaufmiller@mproassociates.com rdelio@mproasso caders@mproassociates.com aempric@mproassociates.com gliongson@mproassociates.com sweiss@mproassociates.com S.770-715-669 NJ, E. PA MN MN NC, SC AL, MS, N. LA N. IL, WI S. CA - LA-North, HI icross@mproassociates.com ID N. LA asands@mpr GAAZ, S. panhandle NJ, E.Amy PA N. NJ, New York C NC, GA, FL ego MI,ID W.SC OH N.Scott TX,AL, OKMS, NM,Empric S. NV,770-335-4810 El Paso-TX NH Rick D’Elio 201-9 Gino Liongson 317-709-3577 Stephen WeissIN, 972-465-0663 Dean 949-302-1560 ME MS SD SD AL WI VT WI MA NY NY ND rdelio@mproasso aempric@mproassociates.com gliongson@mproassociates.com sweiss@mproassociates.com dscott@mproassociates.com Gino Liongson 317-709-3577 663 Rick D’Elio 201-953-6736 Spirko 973Amy Empric 770-335-4810 Erik Gustafson 305-389-9261 Zac Stewart 309-634-8222 Lee Crane 205-242-9556 Albert Sands, VP Sales/Non-AcuteFrank CareN. NJ, New York C GA, FL panhandle IN, MI, W. OH S. CA - Orange County & San Diego WY N. TX, OK WY MI egustafson@mproassociates.com MI LA RI gliongson@mproassociates.com om rdelio@mproassociates.com fspirko@mproass aempric@mproassociates.com zstewart@mproassociates.com lcrane@mproassociates.com 770-715-6690 HI MN Frank Spirko 973 Erik Gustafson 305-389-9261 Zac Stewart 309-634-8222 Lee Crane 205-242-9556 TX N. NJ,Panhandle New York City, Long CT Island N. NJ, NewPA York C IN, MI,GA, W.FL OHpanhandle S. TX,IN, S. MI, LA W. OH PA IA zstewart@mproassociates.com IA NHFL except asands@mproassociates.com fspirko@mproass egustafson@mproassociates.com lcrane@mproassociates.com N. NJ, NYC, Long Island NE NE NV NV SD N. NJ, New York C FL except PanhandleS. NJ IN, MI, W. OH S.WI TX, S. LA MA NY Zac Stewart 309-634-8222 Frank Spirko 973-879-6105 Kevin Manning 78 Erik Gustafson 305-389-9261 OH OH FL WY UT UT Kevin Manning 78 IN IN IL IL zstewart@mproassociates.com om fspirko@mproassociates.com kmanning@mproa MI egustafson@mproassociates.com RI CA CA kmanning@mpro MD, DC, DE CO CO IN, MI, W. OH N. NJ, New York City, Long Island MA, ME, NH, RI, VT FL except Panhandle CT WV WV MA, ME, NH, RI, VT PA IA N. NJ, NYC, Long Island VA VA KS KS NE MO MO 781-439-5969 Kevin Manning Isaac Cross 314-7 Isaac Cross 314WA S. NJ KY WA KY OH icross@mproass kmanning@mproassociates.com icross@mproasso IN IL AZ, NM, S. NV,ElElPP AK ME NCRI, VT VT MT MD, DC, DE MA, ME, NH, AZ, NM, S. NC NV, ME CO ND VT MT TN TN WV ND Albert Sands, VP S AZ AZ OK OK VA OR KS Isaac Cross 314-707-9704 Albert Sands, VP S MO 770-715-6690 NM NM MN AR AR OR KY SC SC ID asands@mproass icross@mproassociates.com 770-715-6690 NH MN

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Our non ME has bee NC VT AL AL MS MS ND SD TN WY WI MI MA RI NY OK Albert Sands, VP Sales/Non-Acute Care CT distrib PA IA WY AR N. NJ, NYC, Long Island MI NV OurLAnon-acute team 770-715-6690 RI S. NJ SC NELA MN HI HI grow TX TX OH CT asands@mproassociates.com NH UT IN IL GA IA PA has been supporting CA N. NJ, NYC, Long Island SD WI MD, DC, DE AL NE NV CO MS MA NY by rep WV S. NJ VA KS FL distribution FL OH and MO MI UT IN RI IL KY LA mark MD, DC, DE CT CO growing sales, TX NC PA IA WV TN N. NJ, NYC, Long Island manufa NE VA AZ KS OK MO S. NJ by representing NM AR OH Our non-ac KY SC more th FL IN IL GA market-leading has been s MD, DC, DE NC AL MS WV TN distribut VA manufacturers, for AZ KS OK MO LA NMHI AR TX KY growing SC more than 15 years. Our non-ac by repre NC GA has been su FL AL TN MS marketOK distributi AR manufactu Our non-acute team SC LA growing TX more than GA has been supporting AL MS by repres FL distribution and LA market-l growing sales, TX MANUFACTURERS AND DISTRIBUTORS KNOW MEDPRO manufactu by representing FL • • 215-519-5916 info@mproassociates.com mproassociates.com more than market-leading ID

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vol.29 no.8 • August 2021

Forty More Years!

IMCO is 40 years old, but its ambitions are still young Bill McLaughlin, president and CEO, IMCO

repertoiremag.com

Virtualize Thyself.

The pandemic has presented us with unprecedented challenges requiring distributor and manufacturer reps to pivot from traditional selling techniques to virtual interactions.

Our experienced sales and service teams are committed to continue as your trusted virtual selling partner and help ensure your success by providing the diagnostic products still critical to you and your customers.

Until we can work together in the field again, SEKISUI Diagnostics will be here for you in any other way possible. Because we understand, every result matters.

POINT-OF-CARE READER

RAPID DIAGNOSTICS

IMMUNOASSAY SYSTEM

SEKISUI DIAGNOSTICS IS YOUR PARTNER IN HEALTHCARE 800-332-1042 / sekisuidiagnostics.com © 2021 SEKISUI Diagnostics, LLC. All rights reserved. Acucy® and OSOM® are registered trademarks of SEKISUI Diagnostics, LLC. Because every result matters™ is a trademark of SEKISUI Diagnostics, LLC. FastPack® is a registered trademark of Qualigen Inc.

AUGUST 2021 • VOLUME 29 • ISSUE 8

PUBLISHER’S LETTER Gear Up for Selling Season....... 2

PHYSICIAN OFFICE LAB Handling the Brush Off Overcoming the moment when the sales process grinds to a halt....... 4

IDN OPPORTUNITIES

Bill McLaughlin, president and CEO, IMCO

Patrick Broos

Supply Chain Leader Profile Patrick Broos, director, supply chain management, Catawba Valley Health System.................. 8

Forty More Years!

IMCO is 40 years old, but its ambitions are still young

14

TRENDS WINDSHIELD TIME

A Back-To-School Season Like No Other ‘Don’t rush things,’ advise pediatric and education experts.............................24

The Doctor Will See You Now Tomorrow’s waiting room: More automated, less icky.......................30

Automotive-related news....... 47

PWH® Third Annual PWH® Leadership Summit Delivers a Real Virtual Success................ 48

The PPE Market Why the PPE market is poised for significant and permanent growth.......36

Cyberattacks Threaten U.S. Hospitals Premier’s chief information security officer identifies the organizations most at risk, and how best to safeguard against future attacks................42

HIDA HIDA Members Support The Medical Supplies For Pandemics Act....................... 51

NEWS Industry news....................................56

Rep Corner

Selling is Learning for Lisa Render With knowledge and sharing come confidence

54

Subscribe/renew @ www.repertoiremag.com : click subscribe repertoire magazine (ISSN 1520-7587) is published monthly by Share Moving Media, 1735 N. Brown Rd. Ste. 140, Lawrenceville, GA 30043-8153. Copyright 2021 by Share Moving Media. All rights reserved.

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1

PUBLISHER’S LETTER

Gear Up for Selling Season On occasion, writing this Publisher’s Letter

is extremely difficult (But probably not as difficult as it is to edit for my managing editor).

As most of you know, I’m not a writer; I’m a sales guy. Good thing for me this is a salesdriven magazine read by like-minded people who make their living on listening, selling, and growing relationships. As we head into selling season, respiratory season, and back to school, the following skills will come into play.

Scott Adams

Listening. Over the last 15 months, we’ve all been doing virtual selling, so our listening skills should be off the charts as we return to face-to-face meetings. I saw a tweet from my buddy Brian Sullivan this week, author of “20 Days to the Top” and the Precise Selling method: “Make sure your client is nodding, not nodding off. Remember, this is a dialog, not a monolog.” The more we listen on a sales call, the more information we have to close the sale with.

Selling. It’s selling season these next few months. Hopefully, you’re excited and ready to go out and close some new accounts, sell some new equipment, and better each of your customers’ lives. In my 27-plus years of selling, the one thing that has always been true with the great reps – no matter the product – has been their ability to ask the right questions.

When I’m with an account, I like to play a

game with myself to see how many questions I can ask versus statements. This is 10 times more important when I’m pitching a new client versus one I have a relationship with.

Relationships. You probably think I’m going to talk about how important growing your existing customer relationships are at this point. Well, I firmly believe that is important, but for this best practice I would like to throw out a plug for the manufacturer reps – those that are new, and the ones who have been there for you throughout the pandemic and beyond. Over these next few months, I would challenge you to set up a plan for yourself with your key manufacturer reps. Sit down and map out who they are. Then, map out where they can help you. From there, give them 5-10 accounts to go see on your behalf. Bringing them business opportunities will do wonders for your territory and theirs.

Lastly, once a week in Q4 take one of them to lunch or cocktails and tell them how much they mean to you and your business. You will be amazed how they will take care of you down the road when you need something.

Let’s all get back to the basics of selling this selling season!

Dedicated to the industry, R. Scott Adams

Repertoire is published monthly by Share Moving Media 1735 N. Brown Rd., Suite 140, Lawrenceville, GA 30043 Phone: (800) 536-5312, FAX: (770) 709-5432; e-mail: info@sharemovingmedia.com; www.sharemovingmedia.com

editorial staff editor

Mark Thill

mthill@sharemovingmedia.com

sales executive

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Amy Cochran

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managing editor

2021 editorial board

ggarrison@sharemovingmedia.com

publisher

Richard Bigham: Atlantic Medical Solutions

editor-in-chief, Dail-eNews

Scott Adams

Eddie Dienes: McKesson Medical-Surgical

acherry@sharemovingmedia.com

sadams@sharemovingmedia.com (800) 536.5312 x5256

Joan Eliasek: McKesson Medical-Surgical

Graham Garrison Alan Cherry art director

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Mark Kline: NDC

circulation

Brian Taylor

Bob Ortiz: Medline

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Keith Boivin: IMCO Home Care

Laura Gantert

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Ty Ford: Henry Schein Doug Harper: NDC Homecare

Brent Cashman

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PHYSICIAN OFFICE LAB

Handling the Brush Off Overcoming the moment when the sales process grinds to a halt.

This column usually focuses on the lab market, technology, and point-of-care lab testing.

This month, I’m going to take us in a different direction. The reason is that no matter how well you know your products and how well you work with your key suppliers, if you don’t have a good sales process, you will not be able to optimize your results, and some opportunities you should win will slip away.

By Jim Poggi

So this month I want to address a challenge we all face from time to time, and one that took me a long time to learn from. This column is about overcoming the brush off, that moment where the sales process grinds to a halt for one reason or another.

What do we hear? Sometimes nothing; no response to email, phone calls, personal visits where the person we want to engage is not in the office so we leave information and hope that they get it. Each of those responses is troublesome in one way or another. If we even make contact, the excuses run the gamut and include: ʯ “It’s just not the right time.” ʯ “I like it, but management just won’t buy in to it.”

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August 2021

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ʯ “I put it in the budget and we’re going to need to wait and see if it gets approved.”

The brush off I used to hear early in my career was: “We asked purchasing to generate a PO and are waiting to hear from them. No need to check in with them. We will do that for you.”

Right. And don’t expect that PO any time soon.

We always want to respect our customer relationship, assuming it will become deeper and more valuable over time. At the same time, we believe our product or service makes sense for the prospect, and we are committed to help our valued supplier sell it. And of course, we could always use a little more revenue. What do you do?

L ET ’ S MOV E

FORWARD

We have all worked around the clock to support our customers during the pandemic. Thank you for your commitment in meeting our customers’ needs.

The availability of vaccines and testing are leading to more normalcy. Abbott is ready with ID NOWTM instruments and molecular respiratory assays to provide the testing solutions needed.

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WE ARE HERE TO SUPPORT YOU AND YOUR CUSTOMERS.

REACH OUT TO YOUR ABBOTT REPRESENTATIVE TODAY.

877.441.7440 The ID NOWTM COVID-19 EUA has not been FDA cleared or approved. It has been authorized by the FDA under an emergency use authorization for use by authorized laboratories and patient care settings. The test has been authorized only for the detection of nucleic acid from SARS-CoV-2, not for any other viruses or pathogens, and is only authorized for the duration of the declaration that circumstances exist justifying the authorization of emergency use of in vitro diagnostic tests for detection and/or diagnosis of COVID-19 under Section 564(b)(1) of the Act, 21 U.S.C. § 360bbb3(b)(1), unless the authorization is terminated or revoked sooner. © 2021. All rights reserved. All trademarks referenced are trademarks of their respective owners. Any photos displayed are for illustrative purposes only. Any person depicted in such photos is a model. COL-03075-1 06/21

8.15 in

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ID NOWTM MOLECULAR TEST MENU INFLUENZA A & B STREP A RSV COVID-19

PHYSICIAN OFFICE LAB The first step is ALWAYS to step back and analyze the situation.

Customer side of things ʯ How deep is your relationship? ʯ How many different buying influences do you routinely work with in the account? ʯ What is this customer’s role in the buying process and do you know that for sure? (Maybe they do not have the authority to buy and do not know how to tell you that.) ʯ To what extent have you established mutual trust and respect? ʯ Is this a new customer trying you out, an established customer whose business is growing or, worse, an established customer whose business is slowly slipping away?

Product side of things ʯ What is your customer value proposition? ʯ Has the customer bought this type of product before? Have they bought for this reason before? ʯ What sort of reaction have you gotten to this product from other customers?

Supplier ʯ Is your supplier credible? Did they make a good impression on the customer? Any red flags when you met with them and the customer? How are other customers reacting to the product? Did you let them run the sales process without checking in as often as you should?

to ask your key supplier to step in and help tell the story.

For more complex products, get your manager and even home office experts involved. Get their opinions. You are the quarterback. Colleague input can help you uncover customer signals you might have missed.

Know your competition. From time to time, we all get outplayed. Acknowledge that and commit to know your competition and their product better than they know yours. What is their pitch? Who are they talking to at the customer’s office? When the competitions wins, why do they win? Carefully ask customers, your supplier and other colleagues what they know about the competition.

Tailor your sales presentations and process to create the greatest amount of leverage for you, your product and supplier. This is an “odds against opportunities” business and you will quickly learn whether this is a product you can consistently win with or whether the reaction of this customer will be typical of other customers. Then you need to decide “pass or play.”

Know when to put a deal on hold. As a rookie, I was so stubborn I was determined to get every deal and spent too much time trying to win over prospects who just were not interested in me or my product. If you and your supplier have worked thoughtfully and diligently and still cannot break through, put the deal on hold. You can always revive it later if circumstances or personnel change. Focusing on the best prospects, products and opportunities is a more rewarding outcome for you, adds more value for your key suppliers and assures customer satisfaction and referrals in the future. You have an impressive bag, be sure to get the most out of it.

Building a better sales process Once you’ve done your homework and think you have an idea of what went wrong, what do you do? Beyond learning from the experience and committing to avoid this situation in the future, building a stronger sales process is your best option.

Know your customer. Know the customer inside and out. Be sure to know every buying influence and their motivation. Some folks are trailblazers. Others want to know who else uses the product. Economics always strikes a chord, but this is not the only benefit customers want.

Stay in frequent contact and ask questions.

Don’t go it alone. Sometimes a different perspective or different voice to the customer gets the job done. Be sure 6

August 2021

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Finally, “no” is the gateway to “yes.” But only if you learn from it and use that learning to develop and implement the lessons to be a better sales representative.

Other than stubbornly continuing without analyzing what went wrong, another key failure mode is becoming discouraged by a “no” from a customer. Sometimes we get the impression that if our first customer says “no,” that “no” will be the consistent customer response. Only when you have diligently analyzed the situation and sought counsel from others can you make that claim.

The best distributor account managers know when to persist, when to look at different product opportunities and when to disengage with a specific prospect. Strive to be the best.

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IDN OPPORTUNITIES

Supply Chain Leader Profile Patrick Broos, director, supply chain management, Catawba Valley Health System Editor’s note: The Journal of Healthcare Contracting, a sister publication of Repertoire recognized Patrick Broos, director, supply chain management, Catawba Valley Health System as one of the industry’s Future Leaders. The following is an interview that originally ran in the JHC 2021 April issue.

JHC : What is the most interesting project you’ve worked on recently?

Broos: Catawba Valley Health System (CVHS) recently upgraded their IR/Cath lab imaging equipment to a new manufacturer where we had been with a previous company for 13-15 years. As one can imagine, the relationship and partnership between companies ran deep. From the field service tech to CVHS’ Clinical Tech staff, and from the physician/clinician to the field engineer and account manager – they were all very close.

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How can you help distribution reps sell more while improving outcomes and taking care of the caregivers?

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IDN OPPORTUNITIES As CVHS opened the opportunity to upgrade the equipment, I was tasked to lead the business aspect, whereas my colleague Carl Becker, Director of Heart & Vascular at CVHS (no longer at Catawba) and Dr. Rhodes from Catawba Radiology led the clinical aspect, and Chad Cook, Director of Clinical Technology led the technical aspects of the project. We also had extensive input from IT/IS regarding compatibility to our infrastructure. The collaboration between all departments was unbelievably remarkable; we respected each other’s position and left “titles at the door” when discussing the various parts of the project.

We were very deliberate in our conversations while being transparent and candid. Through this concerted effort, the team knew what was important to each other. This compromise guided the team to select the best equipment to offer enhanced treatment to our patients.

JHC: What projects are you looking forward to in the next six to 12 months?

Broos: One significant project CVHS is about accomplish is an upgrade to our ERP systems from Meditech 6.0 to Meditech Expanse.

Although SCM is not encountering significant changes with the upgrade, SCM processes impact the areas that are. My team has been elite throughout the build that the upgrade has required. Although 2020 delayed the go-live, my team stayed laser focused to ensure that the modules that were changing would not be delayed.

The other project is the launch of an E.R. and Heart & Vascular expansion. CVHS continues to see record visits through the E.R. and an increase in heart & vascular therapy treatments. The expansion 10

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will roughly double the size of the E.D. and allow for a more efficient flow of patients. And with the Heart & Vascular expansion, it will put the department adjacent to the E.D. to provide nearly instant access to the equipment for patients with heart and vascular ailments. What excites me about these projects is that it illustrates our mission and why we are a 5-time Magnet® facility. Our absolute focus on the patient drives the decisions our leadership makes.

it’s the talent pipeline we’re not filling (in that 5 years) that will have the greater impact.

JHC: What are the most important attributes of successful leaders today?

Broos: Engagement and flexibility. Emotional intelligence (EI) and relatability. As a leader – it’s critical we be engaged, no matter the circumstance. We don’t need to be entrenched in the situation but we

Talent constraints will plague our industry if we cannot find passionate human capital to feed the pipeline for our next generation of supply chain leaders.

JHC: What is the biggest challenge/change facing healthcare supply chain professionals in the next 5 years?

Broos: The biggest challenge I foresee is the healthcare supply chain profession eroding. Talent constraints will plague our industry if we cannot find passionate human capital to feed the pipeline for our next generation of supply chain leaders.

Upcoming leaders must be patient and put in time and even learning ‘hard lessons’. This will help build versatile supply chain leaders … and if our front-line staff aren’t given opportunities to lead – or, at a minimum, expose them to leadership and growth opportunities, we will not fill the pipeline of our successors.

Although in the next five we aren’t likely to see a mass exodus of supply chain leaders retiring or moving on,

need to have a baseline understanding of circumstance. This allows us to be flexible; we’re able to pivot and redirect efforts and respond.

Flexibility also stems creativity and empowerment.

Our profession is made up of many categories and sub categories, i.e. Receiving, Distribution, Contract Management, Purchasing/Sourcing, etc. Each person filling these roles talks their own language, has their own acronyms and processes. Each has to execute a specific plan with the ultimate goal of ensuring the clinical team has what they need to take care of the patient. If we have EI, we’re able to significantly increase our abilities; our performances; enhance decision making, and so much more.

All of this has to happen with a level of relatability to your team members and the organization.

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FDA Regulations for Hand Sanitizer in Healthcare Settings The hand sanitizer healthcare providers choose is critical to both their hand hygiene and patient safety programs.

Hand hygiene is foundational to infection prevention programs in healthcare. Alcohol-based hand rubs (ABHR)

are recommended as the primary means of hand hygiene in healthcare settings on the basis of demonstrated superiority to hand washing with respect to antimicrobial efficacy, skin tolerance, convenience/accessibility and clinical effectiveness.1,2 Few, if any, products are used as frequently and by as many caregivers, patients and visitors in a healthcare facility than those used for hand hygiene. It is critical that healthcare products are designed to meet the rigorous efficacy requirements set forth by the Food and Drug Administration (FDA).

Why in vitro is not the same as in vivo The FDA requires both in vitro (in a test tube) and in vivo (on hands) testing of hand sanitizer products.

For in vitro testing, also known as time-kill testing, bacteria along with the test product (ABHR) are placed together in a test tube. Because this test is performed in a test tube the alcohol does not evaporate and can easily surround and interact with the bacteria. In vitro tests are designed to demonstrate broad-spectrum kill only, often using 5 mL – 10 mL of product, in this lab-based test. In this environment, ABHR products with greater than 60% ethanol will typically kill these organisms in 15 seconds. Further, in vitro tests are not meant to demonstrate performance on hands, so it is important for decision makers to understand the FDA requirements and not accept in vitro laboratory test results as the only proof of product efficacy.

The FDA requires that all healthcare hand sanitizers, or ABHR products, pass the Healthcare Personnel Handwash test (HCPHW), ASTM E1174. This in vivo test method is designed to evaluate how effectively

products inactivate transient bacteria over all surfaces of the hands and fingers using a process that simulates bacterial exposure in clinical settings.

It is important to recognize that the FDA requirements for passing the HCPHW test do not dictate “volume” of product to predict efficacy, they dictate actual “germ reduction”. Germ reduction is spoken in terms of “log reduction”. The word “log” stands for logarithm, and log reduction is a mathematical term referring to the reduction of germs compared to a starting baseline level. A 1-log10 reduction means

that the number of germs is 10 times smaller than the baseline measurement or 90% reduction of bacteria. A 2-log10 reduction is 100x smaller or 99% reduction and 3-log10 is 1,000x smaller or 99.9% reduction of bacteria. It is important to understand log reduction as it relates to the FDA’s requirements for product efficacy.

ASTM E1174, or HCPHW test, is conducted on hands using one marker organism, Serratia marcescens. Hands are contaminated with a specific level of S. marcescens at baseline and the antimicrobial product (sanitizer) www.repertoiremag.com

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is applied repeatedly with sampling throughout the process as outlined in the method. The FDA requires that products achieve a 2-log10 reduction (99% reduction of bacteria) after the 1st application of product, and a 3-log10 reduction (99.9% reduction of bacteria) after the 10th application.

Product formulation determines the overall antimicrobial efficacy of ABHR and is more important than alcohol concentration alone.

Previous studies evaluating the efficacy of ABHR products have used application volumes of 3 mL – 5 mL or more.3 However, such large

Product formulation determines the amount of volume of ABHR needed to achieve the FDA-required log reductions with ASTM E1174.

This is why it’s important to ask the manufacturer at what volume of product do they pass ASTM E1174 and get data for both the 1st and the 10th application. The 3-log10 (99.9%) reduction after the 10th application is critical. In healthcare, unlike consumer settings, products are often applied repeatedly in succession.

Excipient ingredients such as those providing skincare benefits can negatively impact efficacy over time.

volumes are seldom used in clinical practice in U.S. healthcare settings.

In a seminal publication, the efficacy of two novel ABHR formulations containing 70% ethanol were evaluated via ASTM E1174 and compared head-to-head against 7 representative commercially available ABHRs and two World Health Organization (WHO) recommended formulations containing alcohol concentrations of 60% to 90%. The novel ABHR formulations met efficacy requirements for HCPHW when tested at application volumes at a more realistic 2 mL dose.

In contrast, the commercial ABHRs

and WHO formulations failed to meet HCPHW ASTM E1174 requirements using a 2 mL application (see graph above). This is why ASTM E1174 is required and is so important: because it is meant to mimic exposure and efficacy in the real world.

The Centers for Disease Control and Prevention (CDC) guidelines state that if hands are dry after 15 seconds, an insufficient volume of product was likely applied. In fact, the CDC guidelines tell healthcare facilities to follow manufacturer recommendations for the correct volume of product to use to meet FDA efficacy requirements. This is important again as most products, with the volume required to meet FDA efficacy requirements, take well over 15 seconds to dry. If the correct volume of product is applied, it is often way too much volume of product, therefore not a clinically acceptable dose, and takes well over 30 seconds to dry.4 The hand sanitizer healthcare providers choose is critical to both their hand hygiene and patient safety programs. Do not accept in vitro (test tube) laboratory results as a substitute for in vivo (ASTM E1174) results.

In vitro results alone are not enough to pass FDA requirements for hand sanitizers used in healthcare settings.

Healthcare workers are increasingly burdened with additional responsibilities and want hand hygiene to be as efficient as possible. If ABHR isn’t formulated properly, healthcare personnel are not achieving proper efficacy and patient safety could be impacted.

1. B oyce JM, Pittet D; Society for Healthcare Epidemiology of America/Association for Professionals in Infection Control/Infectious Diseases Society of America. Guidelines for hand hygiene in health-care settings: recommendations fo the Healthcare Infection Control Practices Advisory Committee and the HICPAC/SHEA/APIC/IDSA Hand Hygiene Task Force. MMWR Recomm Rep 2002;51(RR-16):1-45 2. World Health Organization (WHO) WHO Guidelines on Hand Hygiene in Health Care. Geneva: WHO, 2009 3. R otter ML. Hand washing and hand disinfection. In: Mayhal CG, ed. Hospital Epidemiology and Infection Control. 4th ed. Philadelphia; Lippincot Williams & Wilkins, 2011:1365-1383.

4. M acinga DR; Infection Control and Hospital Epidemiology. Efficacy of Novel Alcohol-Based Hand Rub Products at Typical In-Use Volumes 2013;34(3):299-301

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Forty More Years!

IMCO is 40 years old, but its ambitions are still young Forty years have seen plenty of changes in medical

Our success lies in the ‘superhero’ strength of our team.

So thankful for our group that goes above and beyond and is so passionate about our Members.

distribution sales and marketing. But since its founding in 1981, IMCO’s core mission has remained the same – to help its distributor members drive their businesses into the future with relevance and profitability. “We believe the independent distributor is a vital link in the healthcare supply chain and we are committed to their success,” says Bill McLaughlin, president and CEO of the Daytona Beach, Florida-based organization.

IMCO was founded when 38 distributors formed a buying group called A&B Medical Manufacturing Company. It was purchased by McLaughlin’s father, Bill McLaughlin Sr., in 1992, and acquired by McLaughlin in 2015. Through mergers and consolidations, along with the addition of new members, IMCO today has 174 distributor members, 185 vendors, 50 business resource partners, and a combined sales volume exceeding $4.3 billion.

Staying relevant is what IMCO is all about, says McLaughlin. “We work hard every day to create robust and usable programs; find new products; and offer competitive pricing, growth incentives, powerful marketing tools, and trusted support to help independent distributors succeed. We have been very fortunate that our vendor partners understand and believe in our mission.”

Like all members of the healthcare supply chain, IMCO and its members met a formidable challenger in COVID-19, but they emerged stronger than ever. “During the absence of in-person meetings, we were committed to www.repertoiremag.com

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Forty More Years!

increasing and improving communication through multiple mediums, from Zoom-type meetings, weekly webinars and digital marketing; to ‘old-fashioned phone calls’ to ensure that opportunities were not missed by members,” he says.

“The ‘old’ way of doing business isn’t completely gone. We still stand firmly in our commitment to our members and vendors and their success, but we have learned to be more nimble, listening to what they really need and want, and quickly changing course when necessary. Independent distributors have the ability to pivot, change and move forward faster than large companies.

“The overall power of our group is that our commonalities bind us together, yet we have individual needs and strengths. IMCO is here to fill this gap by supporting and helping navigate opportunities for our member and vendor partners.”

On the occasion of IMCO’s 40th anniversary, Repertoire asked McLaughlin to talk about IMCO as it is today and will be tomorrow.

1983 Convention

Bill and Ashleigh McLaughlin, co-owner and CFO.

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LONG-TERM CARE Repertoire: In 1996, IMCO decided to put more emphasis on the long-term-care market. How significant is that market to your members today?

McLaughlin: Under the direction of Jay Butler the long-term-care market remains a significant focus for many IMCO members, and we anticipate this will continue to be a driving force of our business. The blending of home care and long-term care has led members who had once focused solely on long-term care to branch out into the home care market. The delivery of long-term care services outside the various facilities has helped fill the gap of the census decline.

Sales for this segment have grown over the past couple of years as providers adjust and adapt to the COVID environment with additional PPE, cleaning protocols, and standards of care, all of which are contributing to the already high cost of taking care of our loved ones.

Repertoire: COVID-19 was tough on many longterm-care facilities. How has that affected IMCO members focused primarily on long-term care?

McLaughlin: The pandemic definitely impacted the extended care market. Census is down, which hurts revenue, and Medicaid continues to struggle with reimbursement. Our members are working to supply all of their customers with the best equipment and supplies they need to keep the facilities safe for residents and staff. In fact, many of our members have seen a boost in equipment/lab sales, as these are key areas where government dollars have been allocated. In turn, this helps strengthen the message to the public that these are safe places for your loved ones. We believe the market will gradually build back up, but it may take more time. Visitation has been a big part of this as well.

Throughout the pandemic, our extended-care members have worked with customers to address their need for PPE. Many gained new customers as the volume of product required by their customers far exceeded the supply available from larger national companies. IMCO helped coordinate the efforts of our vendors and our members to secure legitimate and quality PPE products from reliable sources for extended care, physician and acute-care customers. Those efforts continue today as all classes of trade see more value than before in having more than one source for products.

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Forty More Years!

Bill McLaughlin Sr. and Bill McLaughlin

HOME CARE Repertoire: IMCO introduced IMCO Homecare in 2013 to offer independent home care providers competitive pricing, products and services. How significant is this market to IMCO members today?

McLaughlin: IMCO Homecare has operated as a sister company of IMCO for the last 10 years, and is a national GPO, servicing the home care market, including DME companies, independent pharmacies and hospice providers. Its mission is to provide buying power and profitability to members through its vendor and service partners.

IHC member product formularies are supplied by IMCO member distributors, increasing our vendor market share and driving compliance, while ultimately helping to improve patient outcomes. The current number of rostered end-users to the IHC GPO exceeds 1,100 sites.

We believe the trend of caring for our loved ones in the home will continue, but the requirements to do so will increase for caregivers and family. More products will be needed, telehealth utilization will increase, and home care providers will expand their networks and capabilities.

THE PHYSICIAN MARKET Repertoire: Recent AMA statistics show that fewer than 50% of physicians are independent. How is that affecting IMCO members who primarily serve the physician market? What challenges/opportunities does IMCO offer its members who serve this market?

McLaughlin: Approximately 35% of our members focus primarily on the physician/primary care markets. Independent physicians and independent distributors are a perfect match because both value the benefits of being independent. But 18

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many IMCO physician distributors also enjoy a sizeable chunk of physician business that is owned, leased or managed by health systems. The most important consideration for a health system after they purchase a physician practice is whether the distributor can provide the same competitive pricing the health system has enjoyed based on its GPO affiliation.

IMCO has agreements with the family of Vizient GPO companies and channel partners, which include Provista, UHC, NACHC, Intalere and CHC, along with their well-known progenitors – Novation, VHA, Amerinet and MedAssets. Vizient is the largest GPO in the country with more than $106 billion in spend. This relationship, managed by Bob McCart, VP National Accounts, allows our distributors to become authorized GPO distributors under the IMCO umbrella, giving them access to the GPO membership and manufacturer contract portfolio.

IMCO’s proprietary technology compiles all applicable sales from participating members into a single compliance report. Our members gain access to specific training and GPO support services to assist in learning the GPO process.

IMCO assists our members with the paperwork requirements of the GPO process, and offers education on what health systems require in terms of reporting, so the health system can feel confident that buying from an independent distributor does not negatively affect their bottom line.

ACUTE CARE Repertoire: What is the status of IMCO and its members in the acute-care market?

McLaughlin: With the exception of a few of our larger distributors, our focus in acute care has shifted as this market has grown and moved toward the larger distributors,

Heroes put PATIENTS

FIRST.

Thank you for making us a small part of your story.

#healthcareheroes www.cepheid.com

Forty More Years!

who can handle the $20-$30 million volume from customers that process GPO rebates on almost every product sold and for very low margins. Unless distributors have tremendous volume, this is not a sustainable distribution model.

As a result, our members have adapted and concentrated their efforts on specialty areas of acute care, where they can provide complex products and tremendous service levels that customers won’t get elsewhere.

premier brands, to help members compete. We also work directly with key vendors for point-of-care testing, a market that continues to grow. During the height of COVID, we saw a huge increase in the sale of antibody and antigen COVID tests. Although sales of such tests have slowed in recent months, they will remain relevant for the foreseeable future, as COVID doesn’t appear to be going away.

PHARMACY, LAB

Repertoire: In 2006, the late Phil Childrey joined IMCO as director of equipment development. The “Focus Vendor Program” and “Sales Training for Success” program were created to increase members’ ability to sell equipment and related supplies. How would you describe the status of equipment sales among IMCO members today?

McLaughlin: Phil made an incredible impact on our Members and vendor partners and will always be missed.

We have continued to enhance our equipment focus and sales development programs for all the markets our members service. Our EPIC (Equipment Performance Incentive Contest) program allows members to partner with key equipment vendors and incentivize their sales teams to earn points for selling products along with providing engagement activities for prizes and recognition. Our goal with the program is to drive education, interaction, stronger partnerships, and sales. It has been a huge success over the last four years, with participating vendors seeing an average 10+% increase in their IMCO distributor sales volume.

IMCO’s Sales Training for Success program continues to provide professional development skills, vendor knowledge and a chance to collaborate with industry peers. Our last pre-pandemic, in-person sales training program was held in November 2019 with both member and vendor participation at max capacity.

In 2018, Angie Euston, Director of Member Relations, designed a sales-representative-focused webinar series called Pathway to Profit, with each webinar spotlighting a specific IMCO vendor, to share ways to enhance our members’ ability to serve as a resource to their customers and grow their business. This series has brought our vendors and members closer together to showcase opportunities. We have developed another virtual series called Sales Insights, which provides a deeper dive into refining all types of selling skills in different product categories. This series has been a great success and resource to members, especially during the pandemic.

EQUIPMENT SELLING Repertoire: What challenges and opportunities do your members face insofar as sales of pharmaceuticals is concerned? How can IMCO help them further penetrate this market?

McLaughlin: IMCO has a long history in the Rx business, with a larger percentage of IMCO members selling Rx today. We have multiple partners to help facilitate this, including InSource, which is a great partner for pharmaceuticals as well as other products.

The last 20 years have brought regulatory changes such as pedigree controls and multistate licensing, making drug sales quite challenging. In addition, the pharmaceutical manufacturers’ tight rein on product distribution has restricted growth in this category for many independents. IMCO uses a network of members who continue to have direct pharmaceutical contracts to assist, where they are able.

Repertoire: How about lab?

McLaughlin: The lab market continues to be a focus for many of our members in the primary care and acute care markets. Our partner, Fisher Healthcare, services our members with many lab items, including Roche and other 20

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Forty More Years!

Our members continue to discover opportunities to grow in the equipment space. All markets are still recovering from the pandemic, but we are seeing an upward trend of dollars being spent on updating facilities and furnishing new offices/buildings. We believe this trend will continue as more people get back out and see their physician or take loved ones back to nursing homes, schools, rehab facilities, etc.

EMERGING MARKETS Repertoire: Can you comment on any emerging markets that spell opportunity for IMCO and its members?

McLaughlin: Home care, telemedicine, government facilities, urgent care centers, many primary care specialties and outpatient surgery centers are all areas of growth due to the shift in care settings because of the pandemic as well as shifts in reimbursement. We continue to monitor these areas and help our members target these settings with new vendor partners and services.

PRIVATE LABEL Repertoire: Please describe IMCO’s involvement in private-label products.

McLaughlin: IMCO Brand products continue to be a key line of high-volume, low-cost products designed to give our members a competitive advantage in the field.

Exclusive to IMCO members, the portfolio of IMCO Brand products continues to grow and shift as the market dictates. It was no surprise that sales far exceeded all expectations last year on PPE, and we are still working to

replenish inventory. Sales today of IMCO Brand are a small percentage of our total sales, but the value and importance of these particular product categories are significant.

WHAT’S AHEAD Repertoire: What are the greatest opportunities for IMCO and its members?

McLaughlin: Keeping our members competitive with national distributors remains our No. 1 objective. As national competitors make changes in how they service their customers, we believe independent distributors have a tremendous opportunity to solidify and gain market share. In addition to growing their top line revenue, we are also committed to providing more opportunities for our members to save on expenses through our business resource programs for insurance, shipping, credit card processing and other day-to-day operational costs.

We are working to further expand their market share through our Vital Link resources, which includes helping them develop and execute a digital marketing strategy, including e-commerce, and a complete databank for our portfolio of products.

One of the biggest benefits of IMCO is the shared experience and knowledge of our member and vendor partners. We work hard to foster relationships and build a community that will provide a strong future for all in the medical industry. IMCO is founded on the belief that the independent medical distributor is a vital link in the healthcare supply chain, and we are committed to their success.

Made in Asia For years, IMCO has provided its members a sourcing program enabling the purchase of products directly from manufacturers in Asia. IMCO distributors relied on the program during the pandemic, with some members even collaborating on container buys. But now, like all U.S.-based distributors and providers, they are questioning the wisdom of relying so heavily on foreign-made products.

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“During the pandemic, member usage of this program increased,” says IMCO President and CEO Bill McLaughlin. “But backorders for gloves, masks, gowns and many other critical items were estimated to take months, which was unacceptable.

“We are finding a higher level of interest in domestic production, but price remains paramount. The industry’s move to import dominance for cost savings to improve competitive

position has left us all too dependent on imported products. It will take some time for expectations to reset to allow more domestic product.”

Meanwhile, import product costs have dropped to nearly pre-pandemic levels on some items, creating new inventory issues for distributors who still hold large quantities of products purchased at much higher costs, he says. “We have been focusing efforts on helping to solve these situations.”

TRENDS

A Back-To-School Season Like No Other ‘Don’t rush things,’ advise pediatric and education experts During an American Academy of Pediatrics-sponsored virtual “town hall” meeting this spring, Susannah Briskin,

M.D., FAAP, member of the AAP Council on Sports Medicine and Fitness Executive Committee, spoke about the potential of stress fractures among young people returning to athletics following a long period of relative inactivity due to the pandemic. A colleague, Carol Cohen Weitzman, M.D., FAAP, immediate past chair of the AAP Section on the Developmental and Behavioral Pediatrics Executive Committee, picked up on the comment and added a cautionary note about “metaphorical” stress fractures. She was referring to challenges that returning students might face due to the emotional, academic and intellectual stresses experienced during the pandemic. Welcome to back-to-school, the post-COVID-19 version.

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Flu disappeared ... but what’s next?

This year’s back-to-school season should be unlike any other. For one thing, influenza and respiratory syncytial virus (RSV) all but disappeared this past winter, raising questions about what might happen this fall. Many epidemiologists believe the flu’s absence was due to precautions put in place to stem the pandemic, though others speculate that the coronavirus simply crowded out all other viruses. The bottom line is, the Centers for Disease Control and Prevention reported just one influenza-associated pediatric death during the 2020-2021 season. (The death occurred in February 2021.) In contrast, the total number of pediatric deaths occurring during the prior flu season – 2019-2020 – was 196.

Some experts are predicting a strong resurgence in respiratory viruses this fall, as precautionary measures, such as mask-wearing and physical distancing, are lifted.

Others believe that immune systems might have been weakened without exposure to the flu virus during the 2020-2021 season, opening the possibility for flu to roar back with a vengeance.

“I don’t have any way to predict whether this will happen or not, but we can be sure that other respiratory viruses will continue to circulate in some fashion as they always have,” says Bonnie Maldonado, MD, FAAP, chairperson of the American Academy of Pediatrics’ Committee on Infectious Diseases, and Professor, Departments of Pediatrics and Health Research and Policy at Stanford University School of Medicine.

As of this June, the nation was experiencing a surge in RSV, which was unusual given that the virus tends to appear in late fall and winter, she says. “It is possible that RSV will taper off before its normal fall season. Also, based on what is happening in the Southern Hemisphere, flu is not at high numbers, and their seasons are usually – but not always – similar to what we see during our winter months, which occur about six months later.”

Impact of delayed care Pediatricians are concerned about the potential impact of delays in childhood visits and vaccinations during the pandemic. “We are concerned that children are not up to date on a number of vaccines and may be at risk for transmission of vaccine-preventable diseases,” says Maldonado. As of June, the U.S. was behind on childhood vaccinations by over 11 million doses since the first surge of the pandemic in March 2020. “Families should be sure to get their children up to date on all of their regular vaccines and get them vaccinated against COVID-19 if they are 12 and older.”

Some children experienced immediate adverse effects from COVID-19 this past year, including multisystem inflammatory syndrome in children (MIS-C), which causes inflammation of different body parts, including the heart, lungs, kidney, brain, skin, eyes or gastrointestinal organs. CDC reports that many children with MIS-C had the virus that causes COVID-19 or had been around someone with COVID-19. Though MIS-C can be deadly, most children who were diagnosed with this condition have gotten better with medical care.

Other kids may be facing longer-term effects from the coronavirus. For example, obesity prevalence increased in children and adolescents from prepandemic levels, according to the American Academy of Pediatrics in a May 2021 report. Many risk factors that result in weight gain were present in the pandemic, including disrupted family routines, sleep dysregulation, reduced physical activity, increased screen time, increased access to unhealthy snacks, and less access to appropriately portioned meals through school breakfast and lunch. Closures of recreational sports, gyms, and schools resulted in less access to opportunities for organized physical activities.

“ If we expect back-toschool to be normal, then we missed the mark.”

Return to pre-pandemic levels of activity should be gradual, advised Briskin, who in addition to her AAP activities practices pediatric sports medicine at University Hospitals in Cleveland. “We’ve seen a lot of inactivity.

Kids have been at home doing virtual schooling, and a lot of sports have been put on hold, then they decide to try out for a sport like track, and get an overuse injury, such as a stress fracture.

“Everyone is eager for normalcy, but I encourage kids to start moving again by just starting with walking consistently to get some basic level of conditioning. We recommend making sure that kids have well-fitted supportive athletic shoes to start. If they have been inactive for more than a month, they should start at no more than 25% of their usual exercise volume and do impact exercise no more than three times a week. A gradual increase in 10% of volume per week can help prevent overuse www.repertoiremag.com

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TRENDS injuries. Activities such as core exercises, light resistance training, stretching, and low-impact activity can ramp up more quickly.”

Isolation Pediatricians and others express concern about the mental/psychosocial health of kids during and after the pandemic due to isolation, economic and emotional pressures at home, inactivity, and challenges associated with learning for kids with special needs.

may be disproportionally affected by not having their needs met.” “[Pandemic-related health issues in children] will play out over a long time as these children struggle to catch up and manifest the consequences of COVID,” Camilla Kingdon, MBChB, consultant neonatologist at Guy’s and St Thomas’ NHS Foundation Trust in London, England, was quoted as saying in May. “The next few years are going to be equally challenging for both children and the professionals who work with them.”

Kids in adverse circumstances

“ Bringing kids back to school and thinking they are ready for the next level of curriculum without modification will cause ‘stress fractures,’ metaphorically speaking.”

In late May 2021, Jena Hausmann, CEO of Children’s Hospital Colorado, drew attention to the matter by declaring a “State of Emergency” in youth mental health. “[W]e are seeing our pediatric emergency departments and inpatient units overrun with kids attempting suicide and suffering from other forms of major mental health illness,” she said. “The reality is that health challenges facing kids have gone beyond crisis levels, and the organizations that serve kids are overwhelmed. Many children, families, local schools, county governments and healthcare facilities are at their breaking points.”

It’s a worldwide problem.

In March, researchers in Ireland reported that “the disruption to educational, social and recreational activities removed children from peer networks and social interaction, which may cultivate social isolation.

The disruption of schools and community services – often a safety net for children – may further leave children vulnerable, particularly those at heightened risk of neglect. Furthermore, children with pre-existing behavioral conditions, such as autism, and those who rely on specialist- or community-delivered health services, 26

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Sensitive and caring adults can help children manage stress, but kids who experienced (or continue to experience) food insecurity, housing insecurity, and tension and violence in the home may suffer.

The pandemic led to the closure of many businesses and lost wages for countless workers, noted the National Institute for Children’s Health Quality (NICHQ). And because of school closures, many parents had to take unpaid time off work to care for their kids. Lacking regular income, families may have been forced to make lifealtering decisions, like choosing between buying groceries, paying the rent, or getting gas so they could bring their child to a doctor.

“Even before COVID-19, millions of children lived in households that struggled to put food on the table, and now the pandemic has only deepened that crisis, especially for Black, Latino, and Native American families,” said Luis Guardia, president of the Food Research & Action Center in January.

Many known risk factors for child abuse and violence – including poverty, stress, and isolation – were exacerbated by the pandemic, said the AAP in a COVID-19 guidance document. Loss of contact with teachers and physicians may make their detection by healthcare providers more difficult.

LGBTQ youth living in homes where they are not supported by their families may have experienced greater stress during the pandemic, according to AAP. “These youth may be subjected to increased physical or emotional maltreatment from a family member and not have a means to escape it.” Furthermore, they may have been isolated from support systems, such as the local LGBTQ center or their LGBTQ friends/community.

Academic pressures A return to in-person schooling after a year of remote learning may present challenges for children from an

TRENDS academic point of view, said Dr. Weitzman at the AAP virtual town hall, who in addition to her duties with the Academy is co-director of the Autism Spectrum Center at Boston Children’s Hospital and a member of the Division of Developmental Medicine. “Bringing kids back to school and thinking they are ready for the next level of curriculum without modification will cause ‘stress fractures,’ metaphorically speaking.”

“ Kids have been at home doing virtual schooling, and a lot of sports have been put on hold, then they decide to try out for a sport like track, and get an overuse injury, such as a stress fracture.”

She urged kids to attend summer programs when they are available to facilitate a gradual re-entry into inperson schooling, and for schools and communities to recognize the urgent need to promote smooth re-entry and catch-up.

Writing in “eSchool News” in April, Chris Minnich, CEO of NWEA, said, “If we expect back-to-school to be normal, then we missed the mark. (NWEA is a nonprofit organization that develops Pre-K-12 assessments and professional learning offerings.)

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“Nothing about the past year was typical,” he said.

“Each student was impacted by the pandemic differently, so our approach to recovery must be as unique as them.

And it can’t just be about catching kids up by cramming more into the following year or holding them back. We must focus on the critical areas of unfinished learning while also attending to the mental well-being of our kids, many of whom completely disconnected from their teachers and peers for an entire year and may just now be returning.”

Pediatrician’s role The pandemic underscored the need for pediatricians to integrate emotional and behavioral health as part of standard care, noted the AAP in its guidance document.

“The role of the pediatrician may include surveillance of high-risk families, vigilance and recognition of signs of abuse, and inquiring about intimate partner violence, guns in the home, parental mental health and well-being, self-care, and struggles with child and adolescent behavior and discipline.”

Danielle Dooley, M.D., member of the AAP Council on School Health and medical director at the Child Health Advocacy Institute at Children’s National Hospital, says COVID-19 has highlighted the need for schools, community organizations and health systems to work together to holistically address children’s needs.

“Pediatricians and their staff can identify opportunities in their community to engage in these partnerships, ranging from formal, ongoing collaboration to more sporadic, one-time events,” she says. For example, pediatricians can serve on a school board as a school physician or sports team physician, or as a consulting physician for a school district. They can also offer their expertise or that of a staff member, such as a nurse, health educator or social worker, to present information for a parent and family town hall sponsored by a school or community organization.

“In some instances, pediatric practices develop formal partnerships with a school or organization to conduct sports physicals, for example, so that children can benefit from the positive experiences associated with team sports,” she says.

“Pediatricians can start by finding out what organizations or resources their patients and families use and then reach out to them to offer their expertise and also learn how that organization is serving children and families and how the pediatric practice can support or refer.”

Sentinels of student health

Teachers and school nurses will be on the front lines when students return to school this fall.

“School nurses are the sentinels for student health,” says Laurie Combe, MN, RN, NCSN, president of the National Association of School Nurses. “When students lack the language to express their emotions, or they perceive stigma from doing so, those emotions often present as physical complaints. That means the nurse might be the very first person to see the indicators a child has emotional health concerns.

“This year, we’re looking at children who may have experienced loss of parents or other close relatives and friends to COVID,” she says. “Child abuse reporting is way down because schools are often the first to recognize signs of abuse. Children may have been exposed to more violence, either personally or through something they witnessed.

“And they’ve missed significant events, such as graduation from

“The nurse might be the very first person to see the indicators a child has emotional health concerns.”

Pre-K, grade school, high school; or family events, even funerals. On top of that, we know some families have struggled economically because of the pandemic. Housing and food may be insecure, and that may never have been the case for them before this.”

School nurses, in conjunction with counselors and teachers, have learned a lot about how to deliver virtual health services during the pandemic, says Combe. “They have been working with students on emotional management, teaching them how to relax, and who they can reach out to for help.

“When student symptoms indicate an urgent need for medical intervention, school nurses refer those students to community mental health providers. They have continued to support students with chronic health conditions and their families, making sure they understand how to provide day-to-day care, which is particularly important for students with new diagnoses.

“Still, it’s not the same as being able to come into the school clinic or counselor’s office, or staying behind in class to talk with a trusted educator about what’s really going on.”

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TRENDS

The Doctor Will See You Now Tomorrow’s waiting room: More automated, less icky For years, patients (and sales reps!) have accepted as necessary the crowded, stuffy waiting room at the doctor’s

office. But due to the pandemic, the waiting room experience may be transformed into something much quicker, less icky, and, for the physician practice, less costly. Some observers even believe waiting rooms may be eliminated altogether, though that’s a long shot.

Three factors threaten the traditional waiting room and patient intake/checkout processes: ʯ Post-pandemic, most people recognize that waiting rooms can be very unhealthy. ʯ Consumers are less tolerant of people or businesses whom they believe are wasting their time. ʯ Physician practices want and need to run their offices more efficiently, and traditional methods just aren’t doing it.

Some physician practices may find the solution in remodeling the office, while others may automate the intake and check-out processes. Then there’s the wild card – telemedicine – which, depending on how it catches on, could render moot much of the discussion.

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“Pre-COVID waiting rooms were often crowded, sometimes cluttered with well-intentioned magazines, brochures, etc., to entertain patients while they waited,” says Adrienne Lloyd, MHA, FACHE, founder and CEO of coaching and consulting firm Optimize Healthcare. “In some offices and at some times of the day, patients might struggle to even find enough chairs for them and their family members,” says Lloyd, who is also a consultant for the Medical Group Management Association. “You would frequently see long check-in lines and frustrated patients. Sometimes, there was congestion as patients tried to use the same area for check-in and checkout. Patients could also wait for long periods for very short visits, such as lab draws, imaging or post-op visits.

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TRENDS “Practices can minimize the crowding and still serve the same or expanded volume of patients by shifting not only total visits from in-person to virtual, but also evaluating which aspects of the patient visit, such as check-in, patient education, financial counseling, etc., can be moved to phone or video. We have to continue to innovate – both with technology and by rearranging services, types of patients and overall clinical flow.”

It’s not healthy Tom Schwieterman, M.D., vice president of clinical affairs and chief medical officer for Midmark, says “proximity matters” when it comes to reducing aerosolized spread of disease. “The COVID-19 experience offers one important lesson: Placing mixed-disease persons in the same location, now more than ever, is understood to be highly risky. A simple stat tells the story.”

‘ We have to continue to innovate – both with technology and by rearranging services, types of patients and overall clinical flow.’

In 2019, between Sept. 29 and Dec. 28, the U.S. recorded over 65,000 influenza cases. During that same time period in 2020, the country recorded just over 1,000 cases of flu. “That is a 98.5% decrease, which is thought to be a direct result of social distancing, masking and hand hygiene. Traditional venues of care will see changes brought on by these incredible new realities to sustain something good that came out of a terrible pandemic.

“In addition, we now have a very well-educated populous that understands the importance of proper hygiene for prevention of contagious disease. It is likely that patients as consumers will demand changes and see a problem the moment a patient sitting next to them coughs and then holds onto the chair arm, a magazine or other publicly exposed surface.

“The waiting room may not go away completely, but it will most certainly change to reflect these newfound realities.”

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Patient expectations Patients’ desire for convenience and speed will probably play a role in bringing about change.

“The days of taking a clipboard from the check-in station and manually filling out pre-visit information are likely coming to an end,” says Schwieterman. “This is a time-consuming, inefficient activity in a high-risk environment for contagious diseases, and it can easily be transitioned to a non-manual digital process.

He envisions a check-in desk – virtually enabled – which allows for speedy access to the actual care environment once onsite. Pre- and post-visit virtual technologies will minimize onsite paperwork and documentation.

“Finally, I imagine options allowing patients to receive a text to come inside, such as from their car, once their exam room is ready, similar to a restaurant texting diners when their table is ready.”

Lloyd’s vision for the post-COVID waiting room includes: ʯ Check-in prior to arrival so patients do not have to stop at the front desk. Information updating, copay collection and many other things could be done electronically through patient portals or apps. ʯ Patient education delivered electronically to prepare patients prior to visit and to communicate expectations around disease conditions, possible treatments, procedures, surgeries, and/or followups after their visit. ʯ Ideally, single-unit flow such that the waiting rooms remain welcoming, bright, and pristine, but do not require any patient to stay for long. Some practices have initiated “self-rooming” so the patient may know on an app which exam room they should proceed directly to. ʯ Check-out completed before the patient leaves the exam room such that the next appointment is easily scheduled, perhaps with a tablet if there is a need for a staff member to be in the back roaming and assisting.

She says that in addition to making waiting room changes, practices should consider moving some highvolume testing and imaging rooms/equipment toward the front of the practice, or perhaps even create external entrances directly off the lobby so that patients who are there for those tests only can come in and leave quickly without creating bottlenecks in the rest of the clinical flow.

Predictions such as these are already becoming reality. In May 2020, Phoenix-based Banner Health launched

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a “virtual waiting room” system across its network of 300 clinics in six Western states. Mobile chatbots from LifeLink Systems interact with patients to help them complete digitized intake forms, provide education, and enable remote check-in capabilities for telehealth and inperson physician office visits. The IDN reported that a prior intake automation initiative that focused on Medicare Annual Wellness Visits for seniors resulted in a 70% reduction in appointment cancellations.

‘ I don’t feel providers necessarily feel any affinity or loyalty to the waiting room, but we all do have resistance to changing how we work.’

Meanwhile, New York-based Yosi Health, provider of patient intake and management systems, reports that streamlining patient intake: ʯ Eliminates 14 minutes of staff time spent printing, scanning, transcribing, etc. ʯ Improves claim submission rates. ʯ Reduces A/R cycle. ʯ Enhances patient experience.

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What’ll it take?

Visions aside, widespread change to the waiting room experience won’t happen easily.

Lloyd says that regardless of how frustrated patients are by crowded waiting rooms, many practices may trend back toward a pre-pandemic state due to a lack of funds to implement new technology or physically redesign their waiting rooms.

Making change will be difficult, says Schwieterman.

“The waiting room is a longstanding and traditional norm for care delivery. Eliminating it requires a higher degree of order and efficiency for all aspects of the care chain. All other processes will need to be controlled first, since care teams will need to know with precision when a patient is ready to be seen. Invariably this will require new technologies for digital check-in, history taking, real-time locating and way-finding, as well as more efficient on-premises care methodologies.

“Variability and unpredictability will need to be significantly contained before the waiting room can be sacrificed. I don’t feel providers necessarily feel any affinity or loyalty to the waiting room, but we all do have resistance to changing how we work, and that may well be the primary barrier to this change.”

The impact of telemedicine on in-person visits is unknown, he says. But COVID demonstrated that all or portions of the patient encounter can be done virtually, with intake in the clinic reserved for patients who truly need to be physically seen. “Virtual care need not be seen only as a replacement, but can be an important augmentation of a progressive care plan.”

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The PPE Market Why the PPE market is poised for significant and permanent growth.

By Scott Adams

The COVID-19 pandemic continues

to transform the personal protection equipment (PPE) market. The immediate impact of the outbreak is varied, with a few sectors feeling its effects more significantly than others.

Healthcare is the primary industry to deal with these impacts.

In 2020, the PPE market worldwide had a market value of $77.36 billion. Experts expect the CAGR to grow 7.3% from 2020 to 2028.

This significant growth results from increased demand in a market that was ill-prepared to deal with the shortages related to the pandemic.

Post-pandemic forecasts in the PPE market indicate that there will be no slowdown of growth in this market. Due to the widespread acceptance of the need for PPE for both professional and personal protection, the current market proves these forecasts to be accurate.

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PPE manufacturers will continue seeing healthy market growth rates year over year due to high demand for everything from simple face masks, to level four biohazardous environments like hospitals, sterile manufacturing facilities, and construction sites.

Smart PPE market: Market share by type of smart PPE-2019

The effects of COVID-19 on the U.S. PPE market The outbreak of the COVID-19 pandemic created a beneficial impact on the PPE market as demand for masks, respirators, and gloves have increased worldwide. One of the fastest-growing regional markets is North America.

This market size is due to its high cost relative to other countries.

However, the North American market remains competitive on quality control measures. These measures make it easy for manufacturers to get their products certified quickly after import into this country while maintaining strict standards.

Salisbury, a Honeywell brand, is the leading producer of PPE, and 3M and Ansell are among the other top manufacturers. These big names in PPE development dominate the market. However, several small, private labels launch PPE gear at lower price points and use this to gain their market share.

Regulations within the industry require specs to remain consistent.

Therefore, some smaller labels must limit their production of any PPE that does not require advanced technical knowledge and expertise.

3 reasons the PPE Market is poised for significant growth People often think that PPE refers to face masks. However, face coverings represent only a fraction of the PPE equipment worn throughout all the

Source: Fact.MR

Hospitals are likely to spend more money on safety equipment for their staff because of the increased spotlight on healthcare workers’ health and wellness. industries that use protective equipment. Protective clothing is the most used safety equipment.

The vast array of PPE types and the many industries that require its use is the primary driver of an accelerating PPE market. Here are the top 3 reasons the PPE market continues to experience significant growth.

1

Focused safety for healthcare providers

Healthcare organizations remain the primary consumers for PPE products, and this need is expected to increase.

At the dawn of the pandemic, healthcare workers were severely

affected by the shortage of PPE. They needed protective equipment to care for the influx of contagious patients that flooded hospitals and health care facilities, but the supply was stretched thin by increased demand in other industries that did not typically consume PPE. Images circulated through the media of medical staff working with makeshift PPE – reusing equipment that was meant to be disposable, and protecting themselves and their patients with anything that was at hand, including garbage bags.

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TRENDS to manufacture more equipment as quickly as possible.

While the shortage is not as severe now, demand continues to outpace supply. The continual need for increased PPE supplies in the healthcare industry is one of the primary drivers that will sustain market growth in the future.

health. Furthermore, many of those say they will consider continuing to wear masks in the future during cold and flu season.

3

Accelerated technological innovations

PPE market trends for the next three years in the United States forecast an

Personal protective equipment (PPE) market in US 2020-2024

Facing PPE challenges in the healthcare industry One of the most damaging threats to hospitals is declining revenues alongside the increasing costs of PPE. Hospitals are unsure how they will continue to provide quality care while staying financially stable in a time when people need it more than ever.

This lack of stability in the supply chain – whether demand-related or from financial hardships – often creates uncertainty for providers and patients alike.

How PPE market trends will influence the healthcare industry

2

Public interest in the PPE market

As local governments passed mask mandates, public interest in PPE for their own protection sparked further growth in the PPE market.

Increased PPE purchasing in the public health sector contributed to the shortages experienced by the medical industry and other essential service industries that were now facing PPE mandates, such as grocery stores and restaurants.

As the world continues to battle the pandemic, public awareness of health concerns remains high and PPE consumption continues at an elevated rate. According to the CDC, 3 in 4 people have adopted the mandates as necessary for public 38

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incremental growth of $8.67 billion.

Innovations in technology are some of the more significant reasons for this growth.

It is not just the healthcare industry that should be taking notice of this growth, as innovations in PPE could provide opportunities for investors to take advantage. The development of health care products based on biomaterials should create business opportunities in the near future.

This development would help mitigate any negative impact these items have on environmental growth, and may prove successful with leading PPE manufacturers’ mission statements to “promote sustainable energy use by reducing consumption through minimizing waste.”

The healthcare industry is rapidly changing. With the PPE market on the rise, it will continue to have a significant impact on how we prepare for emergencies in the future. Crises like pandemics, natural disasters, or terrorist attacks will be driving factors in the PPE supply chain.

Because of the increased need for personal protection during these unpredictable times, healthcare businesses are choosing to work with quality health care product suppliers. These supplies come from all over the world, creating an increase in demand for all PPE manufacturers. There will also be new opportunities rising within this ever-changing industry, such as a focus on sustainable, environmentally friendly PPE production.

Hospitals are likely to spend more money on safety equipment for their staff because of the increased spotlight on healthcare workers’ health and wellness.

Medical professionals who were previously not required to use PPE may now be at risk if they work with patients, directly or indirectly, without appropriate protection.

TRENDS

Cyberattacks Threaten U.S. Hospitals Premier’s chief information security officer identifies the organizations most at risk, and how best to safeguard against future attacks If you thought your news feed has been inundated with cyberattack stories in the last few months to a year,

you’re not wrong.

Ben Schwering, chief information security officer (CISO) for Premier Inc., says the United States has definitely seen an uptick in cyberattacks in an attempt to infiltrate or compromise healthcare organizations during the pandemic.

Threat actors are looking to take advantage of the overall state of unrest. Many healthcare organizations were stretched thin and operating under extreme circumstances, thus more susceptible to things like phishing attempts. “Threat actors were using the pandemic as an opportunity to say, ‘Hey, we have an entire industry that’s under duress, they may not be as vigilant as they would be under normal circumstances, let’s see if we can if we can take advantage of that,’” Schwering said.

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The general state of urgency around all things related to COVID added to the vulnerability. “If you had a well-constructed phishing attempt, or well-constructed malicious website, just given the overall sense of urgency, and in some cases panic, it was more enticing and more likely that a person may click on one of those links.”

The supply chain was particularly vulnerable as teams scrambled to source product from alternate vendors.

Organizations involved in the research, logistics, and distribution of the COVID vaccine also faced increased attacks. “The threat actors know that if they can compromise you at any leg of that supply chain, that you’re going to be more apt to pay the ransom because you’re in a state of emergency dealing with the pandemic,” said Schwering. “And ultimately, that’s their goal.”

The attacks can cause many different types of disruptions, including patient care. For instance, some hospitals have had to turn away patients from emergency departments because their IT infrastructure was compromised and they couldn’t access health records. While those are extreme cases, hospitals could also be dealing with not being able to admit patients, schedule procedures, or reschedule surgeries because systems are down.

The best safeguards involve sticking to the basics of cybersecurity, Schwering said. “There are a lot of good frameworks out there,” he said. Having a strong Incident Response Program, knowing how you would react if an event occurred, is important. And if your organization

was compromised, understanding what your processes and procedures are to get back up and running quickly is critical.

On a more tactical perspective, multi factor authentication, network segmentation, vulnerability management, strong malware protection, and strong email protection have been essential building blocks for IT. “The most successful organizations have layers of automation on top of those traditional protections,” Schwering said.

For instance, if a malicious email gets through but is recognized, automated action can immediately isolate the infected machine that received the email. Having that layer of automation increases the speed in which you can respond to an incident. “And when it comes to incidents like ransomware, or malware, that speed, sometimes a few seconds, matters. Plus, you’re not relying on a human being there at 3 a.m. If you have those strong processes, procedures and automation in place to react, your chance of successfully fighting off an attack are greatly increased.”

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SPONSORED

MEDTRONIC

Creating an Unmatched Ecosystem Medtronic delivers solutions to ASC customers and spurs growth through technology, efficiency and value As hospitals experienced the surge of COVID-19 patients during the height of the pandemic, business volumes

for ambulatory surgical centers (ASCs) swelled. Outpatient procedures were pushed to ASCs, which face unique clinical, operational and financial challenges. But medtech companies like Medtronic helped navigate these obstacles.

“We delivered innovative solutions to our ASC customers during the onset of COVID-19,” said Bob Cannon, Medtronic Vice President, ASC Channel Management and Sales, U.S. Market. “We proactively offered flexible business models to help offset the challenges ASCs faced throughout 2020.”

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make the necessary investments to keep pace with the latest technologies. Purchasing capital equipment such as robotics, operating room beds, surgical lights, scrub sinks and C-Arms can be challenging due to cash outlay, financing requirements and credit terms.

Plus, reimbursements for procedures can be significantly less in ASCs when compared to the hospital setting

for many procedures, and price sensitivity can be heightened due to this economic reality. ASCs also have far less storage capacity for products utilized during their day-to-day operations.

“It’s common that purchase practices are done the day before a procedure or the vendor is asked to carry in product the day of a procedure,” Cannon said. “By partnering with Medtronic and leveraging purchasing scale across the entire portfolio, ASCs can unlock unmatched technology, service, efficiency and value, and focus on quality, patient outcomes and profitability that enables growth.”

This year, ASCs are returning to a more normal course of business and Medtronic is committed to being the partner of choice for ASCs across the nation. ASCs have an important role to play in expanding access to affordable, efficient and high-quality patient care.

“ASCs offer patients a site of service that promotes quality, efficiency and value,” Cannon said.

“Partnering with Medtronic offers ASCs the ability to improve quality with our technologies, drive efficiency through our broad portfolio and have a ‘one-stop shop’ to meet supply chain goals at a lower cost by concentrating volume with a single source partner.”

UNITED TOGETHER, IMPROVING PATIENT OUTCOMES

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Medtronic plays big and small in the ASC market through its broad portfolio and can meet the various needs of large national and regional chain ASCs, while also being nimble enough to support the local, physicianowned ASCs in high volume markets.

Its ASC team is deployed top down through an enterprise team focused on select large national and regional chain ASCs. Medtronic also has field teams within certain businesses that are focused on specific

product strategies for local target markets with a concentration of ASCs with high procedural volume.

“We have long-standing partnerships with the distribution sales channel, and we work closely with distributors in many of our therapies,” said Christopher Stelter, Medtronic Senior Director of Distribution, U.S. Market. “Our distributors also have long-standing relationships with our mutual customers, including those in the ASC market. There are

“ There are efficiencies to be gained by all parties by using the capabilities of our distributor partners.”

– Christopher Stelter, Medtronic Senior Director of Distribution, U.S. Market

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efficiencies to be gained by all parties by using the capabilities of our distributor partners.”

Stelter explained that in many cases, the distribution channel is utilized as the most effective choice for distributing their therapies to their ASC customers. “One of the many benefits of working with distribution is that customers can often receive product either the same day or next day when ordering through a distributor,” Stelter said. “Distributors also carry a buffer of inventory to help ensure high fill rates and smooth any potential product flow disruptions that can be created by natural disasters like flooding, fires or pandemics.”

Supply chain resilience and business continuity are always top priorities and Medtronic has hosted panels with its customers focused on those and on its technology, service and business model. For example, in the neuroscience specialties, Medtronic recently held a Key Opinion Leader (KOL) Advisory Panel with physician equity owners in the pain and spine specialties.

“The feedback was candid, clear and helpful in understanding our strengths and areas of opportunity to better address ASC needs,” Cannon said. “We are working to reinforce our areas of strength, while always seeking ways to improve.”

Medtronic is also developing new and novel patient education and access programs to go alongside ASC market development programs to support growth.

“ASCs flourish when quality, efficiency and value intersect with patient awareness and access,” Cannon said. “We believe we can combine efforts with our ASC partners and create an unmatched ecosystem where all the elements for a successful ASC meet.”

WINDSHIELD TIME Chances are you spend a lot of time in your car. Here’s something that might help you appreciate your home-away-from-home a little more.

Automotive-related news Toyota debuts new crossover Based on its popular Corolla sedan, Toyota announced the debut of its all-new 2022 Corolla Cross. Available in front-wheel drive (FWD) and all-wheel drive (AWD), the compact SUV maximizes the inherent potential of the high-strength TNGA-C platform and a 169-horsepower, 2.0-liter Dynamic Force Engine. The Cross comes in three grades – L, LE, and XLE. From an engineering perspective, the 2022 Corolla Cross offers an approachable exterior as well as a higher line-of-sight thanks to the TNGA-C platform.

Key design cues include a distinctive black grille flanked by LED lighting with black body accents – giving the entry SUV a confident stance.

And from the rear, the design elements continue, with an integrated rear spoiler and LED lighting. Wheel options range from 17-inch steel on L to 18-inch alloy on XLE. Inside, Corolla Cross’ spacious interior shares many similarities with its sedan and hatchback siblings. The all-new model can be outfitted with a power moonroof, as well as either single- or dual-zone automatic climate control, with all grades featuring standard heating and air conditioning vents for rear seat passengers. SofTextrimmed seating is also available, as is a 10-way, power-adjustable driver’s seat with lumbar and heated front seats.

Kia’s advanced reservations overwhelmed by “charged up” demand The limited run of 1,500 First Edition EV6s have been fully reserved

KIA EV6

the day the offer became available on Kia.com, according to the automaker.

Delivery to local dealers is expected in Q1 2022. The First Edition was offered with a choice of three gifts – an at-home vehicle charger, a 1000 kWh credit within a national charging network, or an Apple Watch for connecting to the EV6’s suite of Kia Connect services. Over 81% of pre-order registrants chose the at-home charger.

The First Edition was made available in three color combinations – Urban Yellow with black seats, Glacier (white) with dark green seats, and Steel Gray Matte with black seats, with the Urban Yellow exterior color and dark green seats on the Glacier variant being exclusive to the First Edition. On the inside, the special

edition features Illuminated door sills with “First Edition” designation, a numbered interior badge highlighting the limited production volume, Augmented Reality Head-Up Display1, Remote Smart Parking Assist2, sunroof, 20-inch wheels, premium 14-speaker Meridian audio system, dual-motor AWD3 power delivery and a 77.4 kWh battery.

“Kia welcomes the first EV6 buyers who join us in this historic movement.” said Sean Yoon, president and CEO of Kia North America and Kia America. “Kia’s ‘electric lifestyle’ delivers a unique combination of luxury, performance and technology and the First Edition EV6 will provide owners with an experience all of their own.” www.repertoiremag.com

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PWH®

Third Annual PWH® Leadership Summit Delivers a Real Virtual Success

By Rachel Bailey, PWH® Connect editor The Professional Women in Healthcare® (PWH®) organization held its third annual PWH® Leadership Summit, the

industry’s only conference dedicated to diverse and inclusive leadership development, on May 17-19, 2021. The all-virtual event was sponsored by 20 industry vendors and drew 267 attendees – a 33% increase from the live 2019 Summit. The current number of PWH® members is 615. Thanks to the success of this year’s Summit, membership has grown, including a 50% increase in the number of male PWH® members!

featured AmyK Hutchens, speaker, author, trainer, and business strategist.

Hutchens encouraged attendees to let go of resisting, judging, and attacking when communicating professionally and personally. She provided some handy conversation starters for addressing difficult subjects.

Midmark sponsored a general session leadership panel titled “Looking Back – Moving Forward” moderated by President and Publisher of Share Moving Media John Pritchard (center).

“I am so proud of this year’s Summit success,” said PWH® Chair and Vice President of Industry Associations at Owens & Minor Vicky Lyle. “Thanks to our Corporate Partners and Summit Sponsors, organizations that recognize the value PWH® brings to their organization and the industry, we were able to deliver another incredibly successful event. I’d especially like to thank the PWH® Summit Committee, led

by Susan Kaiser, who also serves as Midmark’s media and communica48

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tions manager. The Summit Committee worked hard to pivot from a live event to an exciting virtual show.

Most of our sessions were live.”

The 2021 Summit kicked off with an array of virtual networking suites where attendees and new members could say hello to industry colleagues while learning and asking questions about PWH® featured resources designed for aspiring leaders, managers and c-suite executives.

A high-energy opening keynote session sponsored by Vizient

This year’s series of 15-minute PWH® Leadership Insights was sponsored by B. Braun. ʯ President and Chief Executive Officer of Moreland Accord Diversity, Equity and Inclusion Chris Moreland explained the importance and dynamic workings of group care. ʯ Vice President, Healthcare Systems & Strategic Channels, 3M Medical Solutions Division, Christine Arme, encouraged attendees to remain aware of the energy and emotion around us, so we can better notice and thus not fear the signs of change. ʯ President of Henry Schein Medical Group, Brad Connett, explained that humanity is the central part of life, society and leadership.

Attendees enjoyed the first night’s virtual networking experience with three break-out room options to engage in Chats and Cheers.

ʯ Senior Vice President, Human Resources, McKesson Medical-Surgical, Jennifer Anderson, described how to redefine boundaries with intention. ʯ Chief Commercial Officer of Enclara Pharmacia, Scott Quilty, challenged attendees to be brave enough to move out of the way and let talented team members contribute their talent. ʯ During a talk titled “Mentoring Re-Imagined,” Principal Category Manager, Mayo Clinic Supply Chain Management, Lindsey Sheeran, and Sr. Director, Supply Chain, Mayo Clinic / AVP Supply Chain Operations, Vizient, Nancy Wobig, shared how mentoring is part of how they serve clients and succeed at work.

Other industry-specific programming included a leadership panel titled “Looking Back – Moving Forward,” moderated by President and

Publisher of Share Moving Media, John Pritchard and sponsored by Midmark. Sales Director of Georgia Pacific, Great Lakes Market, Elizabeth Day-Curi; Vice President Human

Those who pre-registered received a thoughtfully arranged box of attendee gifts from Summit sponsors, all personally packaged by PWH® Board Advisee Julee Prefer and PWH® Executive Director Michelle Rydberg.

Resources & Corporate Communications of Midmark, Sue Hulsmeyer; Director of Distributor Relations, Metrex Research, Cris Pellegrino; and Vice President, Contract & Program Services of Vizient, Margaret Steele shared their biggest hurdles, risks, and creative maneuvers to manage their careers and gain advancement.

Breakout sessions featured other prominent industry leaders reflecting on challenges such as COVID and continually changing technology.

Speakers and panelists included leaders from HIDA, Premier, McKesson Medical-Surgical, Concordance, Midmark, Owens & Minor, KBK Communications, Clinical Blockchain, and August Health.

Survey results from attendees suggest that per usual, PWH® delivered highly relevant, high energy, inspiring content about important issues facing our industry. Our “Cultural Inclusion: Walking the Talk” networking event was particularly appreciated. Thanks goes to PWH® Chair and Vice Chair of Cultural www.repertoiremag.com

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PWH®

PWH® Chair Vicky Lyle presented the 2021 Jana Quinn Inspirational Award to Creative Director of NDC and PWH® Marketing Chair, Natalie Martin. Natalie made sure her NDC® and PWH® teams stayed on task even while delivering her fourth child during COVID! The Anne Eiting Klamar Leadership Award of Distinction went to former Group Senior Vice President, Sourcing Analytics, Operations, and Center of Excellence of Vizient, Cathy Denning. Cathy just recently retired from Vizient but will continue to support PWH® as a board advisor.

Inclusion and Diversity Committee Dr. Danni Green and Enid Oquendo for hosting and encouraging an important conversation for our industry.

PWH® values all attendee survey responses. We stand committed to continuing discussions on important

Attendees from NDC got to enjoy the virtual PWH® Leadership Summit together.

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topics including cultural sensitivity, diversity, equity and inclusion issues.

Our programming will also continue to focus on life-work balance, career planning, mentoring, leadership development, strategic and interpersonal communication, presentation skills, industry education, supplier/provider partnerships, supply chain trends and lingering impacts of COVID. So, save the date for the 2022 PWH® Leadership Summit in Denver, Colorado, scheduled for May 16-18, 2022, at the Westin Westminster.

Newly appointed chair of the PWH® Summit Planning Committee and Event Director for Vizient April Shomper is thrilled for the planning to come. “I am beyond humbled and excited to lead the planning group for the 2022 PWH® Leadership Summit. Not only will it be back to normal and in-person, but we could not have picked a better location for the time of year.

Denver is going to be awesome, so be sure to watch for details to come later this year.”

HIDA

HIDA Members Support The Medical Supplies For Pandemics Act The Health Industry Distributors Association hosted its Washington Summit in June, bringing

together more than 60 members and their manufacturer partners to engage with U.S. Senators, House members and staff.

HIDA supply chain executives participated in 80 meetings urging support from legislators for the Medical Supplies for Pandemics Act, which will better prepare the U.S. for public health emergencies.

By Linda Rouse O’Neill, HIDA VP of Government Affairs

The measure, which has been introduced in the House (H.R. 3463) and Senate (S. 1693), strengthens the partnership between the Strategic National Stockpile (SNS) and commercial distributors. The legislation would allow for: ʯ Enhanced Public/Private Partnerships: The SNS would partner with commercial distributors to manage inventory and prevent expiration of critical pandemic supplies such as PPE, test kits, and infection prevention products. ʯ Diversified Production: The SNS would work with manufacturers to geographically diversify production sources of medical supplies. ʯ Increased Investments in Surge Manufacturing Capacity: The SNS would work with manufacturers on innovative approaches to ensure there can be enhanced production of supplies during emergencies.

During the summit, Reps. Elissa Slotkin (D-MI) and Richard Hudson (R-NC) discussed bipartisan long-term pandemic policies. Slotkin, who has a defense and intelligence background, said the U.S. should treat the healthcare supply chain and the national stockpile as matters of national security. Hudson said the SNS model should be revisited so private companies have greater ability to replenish it.

White House Supply Chain Coordinator Tim Manning told participants that building public-private partnerships was critical. He called for review of government procurement, a new vision for the SNS, more ways to support U.S.-made critical medical products, and macro policy needs to support those efforts. He applauded the progress the nation has made in combating COVID-19, but noted that until the global pandemic is over, the U.S. pandemic isn’t over. www.repertoiremag.com

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SEPTEMBER 21–23, 2021 • CHICAGO, ILLINOIS

Your Opportunity To Connect Safely With All Your Trading Partners

An In-Person Event For:

Distributors, Manufacturers, GPOs & IDNs

MEETINGS Schedule private meetings with your strategic business partners.

NETWORKING Connect with attendees through a variety of networking opportunities.

Register Today: HIDAStreamlining.org

LEARNING Share experiences and insights through interactive ShareGroups.

Reconnect Face-To-Face In Chicago

Who Attends?

85+ Distributor Companies 40+ Group Purchasing Organizations, Regional Purchasing Coalitions, And Integrated Delivery Networks 160+ Manufacturers And Service Providers

IN-PERSON NETWORKING • Manufacturer Expo & Lounge: Connect with manufacturers and service providers.

• Distributor Reverse Expo & Lounge: Connect with distributors from all markets.

• GPO & IDN Reverse Expo & Lounge: Meet group purchasing organizations and integrated delivery networks executives.

PARTNER MEETINGS • Distributor Executive Business Exchange: Meet with teams of distributor decision-makers.

• GPO & IDN Executive Business Exchange: Meet with teams from GPOs, RPCs, and health systems.

• Gold Key Club: Reserve space for your private meetings.

• Meeting Rooms: Book your team and partner meetings by reserving a meeting room onsite.

PEER-TO-PEER EXCHANGE Share experiences and insights through ShareGroups and Distributor Q&A sessions.

NEW! STREAMLINING ON-DEMAND EDUCATION Receive access to on-demand education sessions to view on your own schedule.

• Networking Receptions: Reconnect Welcome Reception, After Party, and more.

Register Today: HIDAStreamlining.org This event will comply with all state and local requirements and include additional safety protocols to ensure the comfort of all attendees.

REP CORNER

Selling is Learning for Lisa Render With knowledge and sharing come confidence Lisa Render distinctly remembers one morning as a child when her dad’s pager kept going off. It was the director

of the burn unit at a local hospital. “He had his finger inside a patient to stop bleeding because his resident had dropped the only triple lumen catheter on the floor,” she recalls. “I remember hearing him screaming through the phone, asking my dad if he should wait with his hand inside the patient until Cardinal Health delivered a replacement, or pick the catheter up off the floor, use it, and give the patient antibiotics.

“My dad was implementing ValueLink [stockless purchasing] at this facility and trusted the program and his people, so he told the doctor to wait. He was sure it would be there in time. The physician agreed, but refused to let my dad off the phone until the catheter arrived. They sat in silence until he heard the door open and footsteps. The physician just slammed the phone down and hung up, and my dad went about his day.

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“It seemed like there was always a 911 call like this or a hospital in need, and it actually made me terrified of hospitals and doctor’s offices as a child.”

She got over it. Today, she is a territory sales consultant in central Tennessee for Cardinal Health, calling primarily on ambulatory surgery centers.

Lisa Render was born outside Atlanta, but moved to the Houston area before she was 2. The family moved to Memphis when she was five, and then again to Mansfield, Texas (Dallas-Fort Worth area) at age 13. Her father, Dave Render, grew up as a farm kid in a small Indiana town, and after serving in the military and graduating from Purdue, got a job as an inventory analyst for American Hospital Supply Corp. It was the beginning of a 45-year career with the company, which evolved from American, to Baxter Healthcare, to Allegiance Healthcare and finally, to Cardinal Health. He retired as a director of operations in October 2019.

“I was always proud of him,” she says. “He was truly healthcare’s wings before Cardinal Health was Cardinal Health, and before becoming the ‘wings of healthcare’ was part of our mission.”

Her mom, Lynda Render, had an early career in politics, working on political campaigns for Jimmy Carter. “She met my dad on a job interview,” her daughter recalls. Lynda turned down the job and decided to sell insurance instead, but the two stayed in touch.

Lisa was an active student at Sam Houston State University, holding leadership positions in her sorority, her favorite being service chair; serving as vice president of the American Sign Language Club; and participating in Project Sunshine, an international, non-profit organization that benefits kids and adults with special needs, medical challenges and disabilities. She graduated in 2012 with a degree

in family and consumer science and a minor in marketing, and got a job with Omni Hotels & Resorts.

“I loved the people and their program,” she says. “Little did I know that I would/could find such a bond with coworkers. I worked with a group of recent college grads, all with similar goals and ambitions. We became really good friends, and our manager was eager to see us succeed.

Empowering experiences “Omni empowered employees to take the initiative to ensure guest satisfaction,” she continues. “I learned it was a positive to think ‘outside the box’ and bring new ideas to the table. Or just execute.” She left Omni after a year and began a four-year career at Dillard’s department store, first as an assistant manager in the accessories department at a flagship store. She was promoted four times to successively larger departments.

“I gained a lot of experience – managing people, selling, training, A/R, security, working with vendors, merchandising, distribution, growing business, recruiting, and hiring/firing,” she says. “I learned a lot about myself at Dillard’s, and the company really toughened me up. I worked 10-hour days/six days a week. They expected us to run our departments like our own business. If we got a big shipment on our day off or had a lot of markdowns, we were expected to be there to give direction and reset the floor.

“One of the Dillards also lived in the area, and she was constantly coming in the store with other VPs, so we always wanted to keep our store in perfect shape. I still cringe every time I see something out of place or messy racks when shopping.”

The sales challenge

will be the next new thing. We’re all successful reps, but we have different strategies. What works for one might not work for another, but it’s nice to get different perspectives.”

In her off-hours, Render enjoys riding her horse, Feisty, whom her parents gave her when the family moved to Mansfield. She and Feisty became accomplished at barrel racing, a competition in which the horse and rider must navigate tight circles around three barrels in an arena. The fastest time wins.

“Surprisingly, rodeo is great training for a career in medical sales,” she says. “It was good for my competitive side, but also taught me the importance of teamwork, building relationships, and learning how to take the good with the bad.

“Just like every run, every sell is a learning experience.

The market is constantly changing and evolving, so it is important to stay current, know your position, be confident in it and learn from your mistakes.”

In November 2016, she joined Cardinal Health as a territory sales consultant, necessitating a move to Memphis (and later to Nashville). “In my previous positions, I learned that I loved selling and connecting with people. I also knew it would challenge me to learn something new. I barely knew the difference between exam gloves and surgical gloves, not to mention latex vs. latex-free, powder vs. powder-free, the different thicknesses and coatings, donning and doffing correctly … and those were only two products in my bag.”

She credits Cardinal Health’s training program, as well as her manager, Keith Heerdegen, and her clinician, Helen Levenson, with much-needed support during those early weeks and months. And the learning continues today, with support from Regional Director Caitlin Duggan and colleagues in the field.

“We talk about our successes and challenges with customers, what we’re hearing in the market, and what we think www.repertoiremag.com

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NEWS

Industry News Henry Schein awarded Strategic National Stockpile contract for PPE storage and distribution Henry Schein, Inc. announced that the company was awarded a $53.4 million contract from the U.S. Department of Health and Human Services (HHS) for the storage and distribution of 80,000 pallets of personal protective equipment (PPE) and COVID-19 related products to support the Strategic National Stockpile (SNS), part of the Office of the Assistant Secretary for Preparedness and Response (ASPR) within HHS. This agreement will further the efforts of ASPR to leverage the collective strengths of both the public and private sectors to maximize the breadth of coverage and capabilities, minimize vulnerabilities, and facilitate an expedited response to public health crises and other emergencies.

“We are honored to have been selected to serve HHS in such a critical capacity, and we look forward to supporting the efforts of ASPR, along with state and local agencies, to provide additional resources and infrastructure needed to get health care products where they are needed most,” said Stanley M. Bergman, Chairman of the Board and Chief Executive Officer of Henry Schein, Inc. “This pandemic is a painful reminder that it is vital for health care workers to have the protection they need for their safety and to care for their patients. As a solutions provider to the federal government, we strongly support ASPR’s strategy to expand and enhance the SNS and its capabilities to supplement state and local medical supplies in response to the COVID-19 pandemic and for future public health emergencies.”

Midmark promotes Brian Vierra to senior director, medical sales Midmark Corp. announced Brian Vierra was promoted to senior director, medical sales. In this leadership position, Vierra will execute go-to-market strategies through the continuous development of the Midmark sales team, channel partners and best practices to grow medical sales.

Vierra has been with Midmark for 16 years, and in that 56

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time, has held roles in the medical business unit as a sales representative for the Pittsburgh territory, sales director for three different regions, and most recently director for medical sales. Bringing perspective from leading teammates across multiple regions in the U.S., he has proven ability in adapting and optimizing sales team performance through the evolving healthcare continuum. Vierra has also been a key contributor to various largescale projects, including the launch of the company’s strategic sales methodology, sales process development, sales training and onboarding program, salesforce modernization and other key initiatives.

BD launches updated digital marketplace for flow cytometry BD (Becton, Dickinson and Company) (Franklin Lakes, NJ) announced the commercial release of a new www. bdbiosciences.com web and eCommerce site.

The company says the site is an entirely “reimagined” digital marketplace designed to provide an enhanced online purchasing experience for users and their procurement teams.

The new BD Biosciences website offers a full array of BD research and clinical and single-cell multiomic products.

The company says the completely overhauled online purchasing experience “offers intuitive navigation, a fully integrated shopping experience, and a look and feel that addresses flow cytometry users’ buying needs. Based on research conducted among end users to assess their needs and interests, BD Biosciences has improved the ability of users to find products and information so they can quickly find the right solutions needed to conduct their work more efficiently.”

The new website provides updated search capabilities, more than 170 pages of new information, application data and product selection tools. Customized dashboards and quick checkout with minimal clicks, all with 24/7 order tracking and support tools are available for reagent purchases, BD says.

Meet IQvitals Zone™ ®

IQvitals Zone is the only wireless vital signs monitor that auto-connects to a computer using zero clicks and transfers data directly into the EMR, eliminating common data transcription errors. The SPRINT BP Protocol features embedded AHA/AMA-recommended patient positioning guidelines for more accurate blood pressure measurement.1 It’s time for a better way—it’s time for IQvitals Zone.

Get to know IQvitals Zone at: midmark.com/bettervitals

https://www.ama-assn.org/delivering-care/hypertension/one-graphic-you-needaccurate-blood-pressure-reading

1

© 2021 Midmark Corporation, Miamisburg, Ohio USA

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