REP-March.25

Improving Diabetes Care

How a new alliance of providers hopes to accelerate evidence-based care for diabetes patients in primary care settings.

Improving Diabetes Care

 CHPs

52 Nontraditional Providers and Primary Care

the last two decades.

 DISTRIBUTION 14 The Future is Now How Cardinal Health is taking a comprehensive approach to advancing its medical products supply chain. 

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

Better Health for a Brighter Tomorrow

What work is being done at the national level to promote more access to primary care?

 ASCs

40 Putting Patients at the Center in an ASC Model

What a patient-centric approach to care looks like for ASCs, and why it’s important. 44 ASC News

 POST-ACUTE CARE

46 Evolving to Meet Resident Needs

Shifting resident needs and value-based care models have significantly changed the landscape of post-acute care.

 HIDA

49 HIDA’s Emerging Leaders Program Returns To Florida

 INFECTION PREVENTION

50 The Financial Impact of Infection Prevention

There is no need to compromise. Why effective infection prevention saves lives and lowers costs for healthcare providers.

Bain & Co. says traditional providers will shrink faster than previously projected.

 IDN INSIGHTS

54 Supply Chain Leader Spotlight

Ivana Drahotuski, Administrative Director of Procurement, MMIS and Business Intelligence for Adventist Health.

56 Supply Chain Leader Spotlight

Andrea Poulopoulos, Senior Vice President, Supply Chain, Corewell Health.

 HEALTH NEWS

58 Protecting Your Vision

Yearly visits to the optometrist promote healthy eyes and vision.

60 Kidney Health

The importance of recognizing potential risk factors for kidney disease and treating kidney disease early.

 NEWS

63 Industry News

March Madness and Sales Success

As we approach the heart of March Madness, I’m reminded of the power of teamwork, strategy, and perseverance in the pursuit of victory. Just as college basketball teams gear up for the big tournament, the same principles can guide our success in medical distribution sales, whether you are calling on practices, hospitals, ambulatory surgery centers (ASCs), or long-term care facilities.

What makes a basketball team great? It’s not just about individual talent, but how players work together toward a common goal. In sales, the same holds true. Building strong relationships, developing strategies, and being adaptable are all key components to success. Just as a basketball team needs a solid game plan, so does a sales rep. You need to understand the needs of your clients, whether it’s a hospital looking for the latest diagnostic equipment or a physician’s office needing efficient and cost-effective supplies.

One of the most important attributes a player can have is the ability to adapt to different situations, and sales reps must do the same. Whether you’re navigating a conversation with a busy clinician or the lab tech at a large practice, you need to adjust your approach based on the audience. A successful salesperson doesn’t just pitch a product; they listen, ask the right questions, and offer solutions tailored to the specific needs of each customer. Similarly, in basketball, every great team has a strong bench, a group of players who step in when needed and support the main players. In the world of medical distribution, this bench is made up of the distributor’s relationships with manufacturers as well as their own specialty teams. A strong partnership with manufacturers means you have the support and resources you need to succeed in a competitive market.

Success isn’t just about what we do individually, but about how we work together both as salespeople and as partners with our manufacturers and our clients. With the right strategies, the right teamwork, and the right relationships, we can score big for both our clients and our businesses. In keeping with the March madness theme, we have a two-page spread on pages 38-39. This ad is for our annual ad perception study which will take place in April. This is study is only done once a year. For the manufacturers reading this April is the issue you want to have your ad or ads in so that you can receive feedback from the distribution community. To the distribution community we thank you in advance for taking the time to do the study to help these manufacturers better message to you. It’s all about teamwork.

Game on!

Dedicated to the Industry,

R. Scott Adams Publisher

editorial staff

editor Graham Garrison ggarrison@sharemovingmedia.com

editor-in-chief, Dail-eNews Jenna Hughes jhughes@sharemovingmedia.com

content creator Pete Mercer pmercer@sharemovingmedia.com

art director Brent Cashman bcashman@sharemovingmedia.com

circulation Laura Gantert lgantert@sharemovingmedia.com

sales executive Aili Casey acasey@sharemovingmedia.com (404) 625-9156

publisher Scott Adams sadams@sharemovingmedia.com (800) 536.5312 x5256

founder Brian Taylor btaylor@sharemovingmedia.com

Subscriptions www.repertoiremag.com/subscribe or (800) 536-5312 x5259

Repertoire is published monthly by Share Moving Media 350 Town Center Ave, Ste 201 Suwanee, GA 30024-6914 Phone: (800) 536-5312, FAX: (770) 709-5432; e-mail: info@sharemovingmedia.com; www.sharemovingmedia.com

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What if There Was a Switch?

Helping your customers realize the value of in-house hematology testing.

 What if you had a switch you could use to quickly add an important lab diagnostic tool for your key customers?

This switch would have the capability to be able to meet the three pillars of lab value: clinical, economic and workflow more than just about any single investment. Furthermore, this switch arguably would add diagnostic value for diagnosis of more clinical conditions than any other one I can think of. As an added bonus, the companies who manufacture it have a well-documented history of customer support that makes your

By Jim Poggi, Principal, Tested Insights

job as your customer’s respected consultant pretty easy.

Well, as you have probably already concluded, there is such a switch. That switch involves having your customer switching from sending out hematology tests to performing them in-house, during the patient visit.

Once you accept the reasoning that the true value of pointof-care lab testing is to provide information needed to initiate or modify a patient treatment program, you begin to see the value of in-house hematology testing.

We typically believe that in-house lab test results need to

be available during the patient visit, usually within 15 minutes. Hematology is the fastest, most efficient lab technology I know of. Within one minute or less, from a whole blood sample, the hematology instrument consistently provides no fewer than 11 different test results. For many hematology instruments, closed tube sampling adds even more speed and safety. If this were the lab testing Olympics, hematology would be a podium finisher every time.

hematology test was performed last year per person.

Let’s review the reasons hematology testing makes sense in nearly any point of care setting and is typically the first lab system adopted as a customer moves from waived to CLIA moderate complexity testing. No matter what your experience level is selling lab systems, I promise you there will be a few nuggets in this column you may not be familiar with. They will help you position this important lab tool

For the best resource to understand the wide range of scalability options available for your customers, arrange an on-site discussion between you, your trusted hematology manufacturer and your customer. Your manufacturer is in the best position to understand the technical result needs of your customer now and in the future and can help customize a system perfect for virtually any setting.

The true value then is that needed test results are easily available without inconvenience to the patient or care giver well within the typical patient visit time, allowing the clinician to thoughtfully review the results, explain them fully to the patient and provide any needed counseling or follow up instructions during the visit.

Maybe that’s why more than 500 million hematology tests were performed in the United States last year alone. For context, there are just about 350 million Americans, and that means that an average of more than one

effectively as you consult with your key customers.

Hematology is a scalable solution

What do I mean by this? Hematology is scalable in footprint, automation features and in terms of the number of test parameters it provides. From compact, single test-at-a-time systems to very large-scale automated hematology work cells, hematology testing systems can be customized to fit the workflow and information needs (speed and number of test parameters) of virtually any physician office practice.

There is even a waived hematology solution suitable for many labs. They are the cornerstone of the lab of nearly every urgent care clinic or free-standing emergency room. Of course, they are a mainstay in every hospital core lab and their associated satellite point of care locations across the main hospital and remote locations. With consistent result quality, reliable hematology results can be available across a wide range of testing locations managed by a single IDN.

While speed and footprint are scalable, so is the number of results per test provided by the system. More recently introduced hematology parameters such as reticulocyte (Immature red cell) volume measurements are available on larger, more feature rich systems.

For the best resource to understand the wide range of scalability options available for your customers, arrange an onsite discussion between you, your trusted hematology manufacturer and your customer. Your manufacturer is in the best position to understand the technical result needs of your customer now and in the future and can help customize a system perfect for virtually any setting.

With the broad range of hematology system options, most hematology manufacturers also offer additional analytical systems including slide preparation and visualization systems that add even more clinical information and data for customers that need it. They can also address any result quality and consistency concerns across any enterprise. Your oncology and rheumatology practices in particular have needs that typically exceed those of a

primary care practice or urgent care practice.

Hematology

is an everyday workhorse

There are so many reasons why this is true that you should get a head nod from any customer you discuss hematology with. The range of clinical conditions for which hematology testing provides critical data is broad and significant. From annual screening tests for school physicals to at risk screening for patients who have recently experienced COVID or other systematic infections, to patients recovering from trauma or anemia for any reason, hematology is at the center of their diagnostic needs. And, despite hematology testing having been introduced over 70 years ago, manufacturers continue to add capabilities increasing available test parameters, connectivity with EMR, automation, abnormal result and reflex testing capabilities and more. Hematology testing systems are dynamic and ever changing. When was the last time that you routinely discussed hematology testing with your key customers?

If it was more than 10 years ago, contact your trusted hematology manufacturer. Times have changed and hematology systems have changed along with them. Thinking about automatically upgrading your customers’ current hematology systems with the same instrument they bought a few years ago? Think again. Make sure you are aware of your customers’ needs, available options and are working as a wellrespected consultant to bring the latest technology to your customers. To help them get the greatest value for their budget and current needs and to “future proof” their solution, don’t go it alone. Consult in collaboration with your trusted manufacturer for best results and customer satisfaction.

The three pillars of value

Remember the three pillars mentioned earlier? If you don’t go back and memorize them. They are the foundation of the value proposition of virtually any customer conversation about lab products. For a solution to make sense to the customer considering lab testing, the solution should meet

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at least two of the three pillars of value. They are clinical, workflow and economic value.

Can the customer obtain their lab results when needed to help inform a clinical decision? That’s clinical value.

Can the results be obtained with current staff and be assured of accuracy? Can the results be reported into EMR automatically? That’s workflow value.

Can the customer provide the lab results in a way that at least allows them to obtain needed data at break-even? That’s economic value.

accuracy or confidence in results. Overall, lab is a dynamic business and new technology is around every corner.

Hematology testing, on the other hand, has been subject to evolutionary changes. From its introduction as a clinical tool in the early 1950s, it has undergone overwhelming changes. Automation, closed tube testing safety, availability of new parameters, improved reliability, ease of use and simplified maintenance are all features most hematology systems offer today. The base technology proves its worth millions of times

Hematology is a leader in customer satisfaction not just because it provides a wealth of data quickly and easily, but because its overall value is overwhelming.

As you discuss hematology testing with your trusted lab manufacturer and customer, you will learn or remember that hematology testing is a star at value creation and brings all three elements of value to your customer. Every lab solution provides at least some value or customers would not implement it, but few provide as much overall value as hematology testing. Hematology is a leader in customer satisfaction not just because it provides a wealth of data quickly and easily, but because its overall value is overwhelming.

Proven technology

Most of us get excited about new technology such as molecular assays because these new technology tools typically provide either new testing capabilities or dramatically improve precision,

each year, and manufacturers’ R&D efforts continue to push the boundaries of what their systems can do. I cannot think of another lab discipline that has achieved the steady climb from its early days to its current iterations. Hematology testing has a history of performance, durability, everincreasing value and exceptional customer satisfaction. That’s a remarkable accomplishment.

Exceptional manufacturer support

When a lab technology is reliable and has inherent precision and accuracy, manufacturers can focus on other elements of value. The ever-expanding capabilities of hematology systems are one outcome. But I would argue that it not the most important one. It is my opinion that hematology

manufacturers have gone to remarkable lengths to support their customers with systems that have reliability and result quality as a cornerstone. That’s a given. On site customer training along with an expanding array of virtual tools makes initial customer training as well as training for new staff members relatively fast, easy and productive. There are technical support options from phone to internet and user groups that surround the customer with best-in-class technical support. Newer systems can detect failures before they take place and can alert both the customer and field service personnel of the need to intervene to maintain time and productivity. Quality control options make QC testing easier than ever (more on that topic in a future column) and even replenishment of consumables is handled with little to no customer interaction. Is it any wonder that more than 500 million hematology tests were performed in the U.S. last year? Is it easy to see why CBCs were the third most frequently performed lab test according to the Office of the Inspector General? Are you surprised that customers performing CBCs on modern hematology systems are satisfied with their investment? This really leads to the last question. Are you and your customers getting all the benefits they need and deserve from hematology testing? If your answer is “no”, contact your trusted hematology manufacturer, make a target list of current customers in need of upgrades, and prospects who could benefit from hematology testing.

It’s a switch your hematology manufacturer will make easy to flip for you and your customers.

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Old School Sales in a High Stakes Industry

For Atlantic Medical Solutions, prioritizing the customer experience has led to growth and more opportunities over the last two decades.

By Pete Mercer

 Atlantic Medical Solutions is an independent distributor that covers parts of the southeast, selling instrumentation, equipment, and supplies in the physician market. Repertoire Magazine talked with Jim Macholz about the founding of Atlantic Medical Solutions, how he works to provide value to his customer base, and what up-and-coming sales reps can do to navigate a challenging industry. Prior to starting his own company, Macholz cut his teeth working for Midmark and Quidel, where he developed a better understanding of what it takes to own and operate an organization in this industry.

The start of Atlantic Medical Solutions

AMS was founded by Macholz in 2004, based in Charlotte, North Carolina. “We are a sales organization that focuses on the physician market space – we call on anything from multi-specialty clinics, laboratory spaces, and primary care. Every specialty outside the walls of the hospital. We also work with a lot of IDNs in the southeast, but we are mainly focused on that physician market space,” he said.

When he started AMS in 2004, Macholz was looking to provide a solution for the physician space that prioritized the customer experience. He sees that as their biggest opportunity to provide value to their 1000+ customer base.

Macholz sees the personal touch provided by his AMS team as a differentiator in the industry. When asked how his organization provides value, he said, “I know this sounds crazy, but we answer the phone. We answer our emails, and we answer our texts. We actively answer incoming communications.”

His sales reps implement what some might consider an “old school style of selling” where they are out in the field, showing and detailing the products that will improve the workflows and patient care processes for physicians.

Building a family-oriented organization

AMS is a family-oriented business, which is a significant point of pride for Macholz. With about 42 employees, it’s easier to maintain this kind of culture where everyone feels like an integral part of the team.

He said, “We’re a familyoriented business – that’s first.

We believe in our people. I think we have some awesome people that work with us. While we still consider ourselves teammates, our group is small enough to where everybody knows each other, and we can still have some fun together. We’re all trying to help each other be better every day.”

That family-oriented approach to the internal operations of the company bleeds out into the customer relations side of the business. AMS offers a personalized approach to meeting the needs of their customers, offering different programs for their customer base to take advantage of.

“The most rewarding thing is that we have some great people that work with us. We still like coming to work every day. Our people just make it a lot easier to come to work,” Macholz said. Additionally, they provide a personalized approach to their communication processes. “The communication factor is so much more streamlined and easier to process with text, email, phone call, and social media,” he said. “The level of communication we have today is amazing, and online ordering is so much easier for our customers – but we still need to find ways to create value. Finding ways to create value with what we do is where we end up working the hardest.”

Meeting the customer where they are

The world, healthcare in particular, has gone through significant changes since AMS launched in 2004. When they started, AMS was hyper-focused on the hospital laboratory – point-of-care testing, hematology, chemistry,

amino assays, etc. While they were successful selling lab, one of their customers approached Macholz and asked if they could sell more products that are consumed more regularly.

“After a few years of just focusing on the lab, we went to a full line distributor model. Just like the big box guys, we were selling your commoditized supplies like table paper, band-aids, gloves, and gauze. After that point, about 17 years later, we are still here and still thriving.”

that everything you offer is the very best you can provide for your customers.”

Tips for upcoming sales reps

After operating his own company for 20 years, Macholz intimately understands the challenges that sales reps face in getting past the gatekeepers and decision makers at healthcare organizations.

For Macholz, the first step is establishing a regular cadence with communication. He said, “They have to know you’re

“ I know this sounds crazy, but we answer the phone. We answer our emails, and we answer our texts. We actively answer incoming communications.”

Many companies pivot their strategy at some point to better serve their customers and their market, often by necessity. For AMS, this move was not necessarily born of necessity, but more because their customers asked them to provide a wider range of products.

A huge part of meeting the customer where they are is adapting to the world around us – as things like technology change, we need to be prepared to adapt to the new normal to meet the needs of the customer. From 2004 to 2024, the world looks significantly different, especially in regard to technology.

“We really try our best to keep up with technology,” Macholz said. “That seems like it changes every year. Something’s always a little different with the website: you try to make sure

coming back. If you think about it from their perspective, these organizations are putting their practice on the line by trusting someone. They have to have these medical supplies daily – if they go with an interruption, that’s not good for them.”

Navigating hiccups and challenges in securing orders and supplies for the customers is just another part of the job for a medical sales rep, making a certain level of flexibility an essential skillset for sales reps.

“Even if there’s a back order of something, we always try to provide an alternate solution. A back order could be anything from something that we don’t have in stock or all the way to a manufacturing back order. It might even be supply chain issues. It’s all about offering options and open communications,” Macholz said.

Better Health Better Future

The Future is Now

How Cardinal Health is taking a comprehensive approach to advancing its medical products supply chain.

 Cardinal Health’s Global Medical Products and Distribution business has been driving a multiyear transformation across its supply chain with resiliency at the forefront. Core to its plan to modernize are the company’s investments in new buildings and technology, collaboration with key industry associations and transparency with healthcare customers.

Pete Bennett, senior vice president of global supply chain for Cardinal Health’s Global Medical Products and Distribution organization, is one of the leaders responsible for driving the transformation. He oversees planning, distribution, global trade and logistics for the Dublin, Ohio-based medical products manufacturer and distributor.

A graduate of the United States Military Academy at West Point, Pete Bennett served in the U.S. Army and for more than ten years worked in logistics leadership roles domestically and internationally in Afghanistan and Iraq – with early experience focused on the supply management of petroleum-based products. Today, Pete draws on his military experience

in transportation, warehousing, operations and more to lead the Global Medical Products and Distribution supply chain operations for Cardinal Health.

“The Army and the Department of Defense create very simplistic product flows and processes,” he said. “Once you create that simple foundation, you’re able to take that information and

apply it to more complex situations like a supply chain that manages hundreds of thousands of different SKUs, product portfolios and locations.”

Bennett says that simple foundation has helped he and his team find success and continued supply chain evolution at Cardinal Health.

Multi-year warehousing and modernization plan

In the last few years, Cardinal Health’s Global Medical Products and Distribution business opened two new U.S. distribution centers with a third new location nearing completion.

“Growing our distribution footprint allows us to better serve healthcare customers and their patients,” Bennett said. “Expanding facilities and implementing new technology illustrates our

company’s continued focus on infrastructure, operations and supply chain resiliency.”

Opened in 2023, the nearly 600,000-square-foot facility in Central Ohio offers operational efficiencies, advanced technology and a spacious innovation lab designed to test automation and other warehouse solutions.

In the fall of 2024, Cardinal Health opened a new, 317,000-square-foot distribution center in Boylston, Massachusetts, replacing its former Bedford location with double the warehouse space and triple the capacity for product storage locations. It features modernized operations and specialized handling capabilities, including refrigeration, proper storage for hazardous materials and industry expertise in product transportation regulations.

The third distribution center opening by this spring is located in Northeast Ohio and is 30% larger than the distribution facility it’s replacing. Next generation technology integrated into the building will improve workflows and help move medical products through the facility more efficiently, enhancing the order-todelivery experience for customers. Automation will drive productivity and performance and reduce the risks of ergonomic injuries.

“Central Ohio remains imperative to our distribution and warehousing ecosystem due to its prominence as a transit hub,” Steve Mason, CEO of Cardinal Health’s Global Medical Products and Distribution business, said in a statement.

Supply chain risks

With new distribution centers coming online, Bennett is always concerned with global trade and logistics, ongoing supply disruptions and cybersecurity.

Those are the three key issues he keeps an eye on. From a global trade perspective, it’s assessing the macroeconomic and geopolitical landscape.

“Sometimes we have to pull forward inventory to mitigate risks, and other times we decide to reroute products if we anticipate a geopolitical issue or a port strike,” he said. “It’s a constant churning of scenario planning.”

With ongoing supply disruptions, Bennett says Cardinal Health must be two steps ahead at all times in order to be resilient in the face of uncertainty. Is a Tier Two supplier causing risks, for example? Is another supplier needed or are there more suppliers needed?

But the biggest issue to Bennett is cybersecurity because it’s one that could cripple the supply chain if a bad actor has access to different lanes of product.

“It’s always cybersecurity,” he said. “It has to be. It’s a very serious matter and it’s one that is impacting all of healthcare. It’s adding a lot of costs to the industry.”

Breaches could have a severe impact, not just on how Cardinal Health operates as a company, but also at large.

“We can do a lot of things manually and we’ve seen ways to mitigate breaches in other areas and continue our flow of product,” Bennett explained. “I’m not as concerned about that as I am about it impacting patient care.”

If a hospital has a cyber-attack, can it receive product? Can it order product? Is it too big to do it in an effective manner? Those are questions that concern Bennett.

“The stakes are high,” he said. “And that’s something we have to continually watch out for and not just in supply chain. Patient records should be of concern. Anywhere there’s potential for a real data breach could impact our overall network.”

Collaboration with SMI, HIRC and HIDA

To help guard against some of these risks, healthcare industry leaders have come together in recent years and to problem solve together. Cardinal Health works closely with organizations like the

Strategic Marketplace Initiative (SMI), the Healthcare Industry Resource Collaborative (HIRC), the Healthcare Industry Distributors Association (HIDA) and others. These relationships connect the organization with providers and industry leaders to align on ways to drive meaningful, positive change across the healthcare supply chain.

Cardinal Health was an early member of HIRC, which began as a cross-industry collaboration in 2019. Cardinal Health is a co-founding member of the organization that has grown to over 90 health systems, suppliers and industry partners tied to creating a more resilient supply chain centered on partnership and transparency.

Bennett said, “It’s collaborative and it’s intended to open channels to share information between providers and manufacturers and come together during times of crisis or shortages.”

Cardinal Health has been honored by HIRC with the transparency badge, which signifies it shares with its customers and health systems where its product is manufactured, where it’s coming from and where raw materials are coming from.

Innovation Lab

Cardinal Health has also received a resiliency badge with diamond-level rating from HIRC which takes on many dimensions, according to Bennett, including demand planning, supply planning, business continuity planning, geopolitical information and the overall resiliency of a supply chain.

“The resiliency badge and highest level of recognition from HIRC demonstrates the strengths

Nearly 130 employees work in Cardinal Health’s Ohio Valley distribution center in Central Ohio and in a back corner sits a nearly 4,000-square-foot Innovation Lab. It tests new technologies designed to improve warehouse fulfillment procedures in real working environments.

The lab tries to answer two questions. One, how can technology improve Cardinal Health’s service to its customers, and two, how can it use technology to improve the day-to-day lives of its employees?

It opens onto the warehouse floor, so lab employees have the entire space to use and explore true potentials of innovation. It’s an end-to-end incubator testing new technologies that support greater resiliency and efficiency. Scanning tools, collaborative mobile robots, drones, next generation software updates and more are all evaluated in the Innovation Lab.

New products emerging in robotics and automation can be integrated to deliver flexible and scalable solutions to enhance operations across the company’s entire medical products distribution network. But some products are turned away after testing in the Innovation Lab. They might be identified as sluggish technology, have inefficiencies or functional flaws.

New solutions must have the capacity to help distribution centers meet tight delivery windows, advance product quality and improve the customer experience. Those working in the Innovation Lab play an important role in helping test the efficacy of new technologies because these solutions must be compatible with Cardinal Health’s workflows and existing technologies.

The lab allows Cardinal Health to test and validate solutions before they are deployed to its distribution network. It means shipments aren’t jeopardized and service remains dependable and consistent. That’s critical to Cardinal Health’s customers and their patients.

and differentiators across our supply chain, as well as our ability to respond quickly to disruption so our customers can focus on what matters most – delivering safe and quality patient care,” Bennett said in a statement.

Bennett is the co-chair for HIDA’s MedSupplyChain Conference each February.

“HIDA is a voice for the industry, advocating for a legislative environment that creates more resiliency across our supply chain,” Bennett added. “Our relationship with HIDA helps us collaborate with other manufacturers and distributors in the industry.”

HIDA advocated for Fast Pass legislation in the National Defense Authorization Act (NDAA) for Fiscal Year 2025 and it passed in December. The legislation directs the Secretary of Transportation to initiate a study examining the movements of PPE from 2020-2022 to strengthen future ability to ship critical healthcare products amid potential bottlenecks.

During the pandemic and the subsequent supply chain delays, healthcare distributors worked closely with ports and shippers to get critical medical products to patients and providers.

“When patients are at the end of the supply chain, it becomes absolutely crucial that these products are available for their healthcare providers,” Bennet said. “By constantly evaluating our processes, infrastructure and relationships, we ensure that we’re ready for the many challenges that arise in our industry. Our supply chain transformation journey is ongoing so we can continuously deliver excellence for our customers.”

Reduce Patient Safety Risks

DETECTO places a priority on patient safety outcomes and minimizing risk, so that’s why we are proud to partner with the renowned Leapfrog Group in announcing the exclusive new NTEP medical scale certifications on most major DETECTO healthcare scales. The new NTEP certification approvals can help hospitals reduce the risk of preventable dosage-related medical errors by using DETECTO certified scales. DETECTO scales protect the patient and medical organization against medical errors due to inaccurate weighing, and we are excited to work with Leapfrog in bettering patient outcomes.

Proud Partner:

Leaving the Industry Better Than You Found It

CME Corp.’s Shannon Trahan has crafted a successful professional legacy from customer service to sales leadership roles.

By Pete Mercer

 Leadership journeys rarely move in a straight line from A to B. There are many stops along the way, especially when you start out in an entry level position. Every day brings a new lesson, and some of those lessons may be harder to learn than others. But there’s also a new opportunity each day – you just have to be willing to look for it.

Shannon Trahan is no stranger to looking for opportunities. As the director of sales – south region for CME, she knows exactly what a multi-stop leadership journey looks like because that’s what her career looks like. Repertoire Magazine recently spoke to Trahan about her path from customer service to director of sales, the impact of PWH on her career, and what it takes to lead a team of highperforming professionals.

Early career ventures

Trahan has been in the healthcare industry for 27 years – wanting to get her foot in the door of the healthcare industry, she started working in customer service for Optimal, a healthcare supply chain services company. Over the first 16 years of her career, she worked in customer service, operations, as a database manager, and in national accounts.

While doing some consulting work for Professional Women in Healthcare (PWH), she attended a networking event where she had a conversation with Cindy Juhas about taking the next step in her career. Cindy extended an offer for Trahan to work remotely as an inside sales/ marketing representative. “I highly respect Cindy and value the leadership skills and mentorship that she’s provided,” Trahan said. “Of course, knowing how well-respected Cindy is in the industry, I was thrilled to have an opportunity to work for her and knew it was going to be a pivotal moment in my career.”

Shortly after Trahan started working for Juhas at Hospital Associates, Juhas announced that she was merging her company

with CME Corp. Trahan was already familiar with both companies, so this was a welcome and exciting challenge.

“Change is scary for many people; however, I felt the merger was going to be great for both companies and the employees. It

missing out on the outside sales and end user experience – she felt that the opportunity to start learning how to navigate hospitals and get out in front of the customers was critical for her growth. KC Meleski, then VP of sales at CME, approached her with an opportunity to relocate to cover the northern California territory full-time.

“When I got to California, I had no idea what I was doing. I didn’t even know my way around the area that well. So, step one – I needed to meet all of my manufacturer reps.”

That’s exactly what she did for the first few months of that two-year period. She worked with them to better understand how she could meet their needs,

“ Change is scary for many people; however, I felt the merger was going to be great for both companies and the employees. It turned out to be more than my wildest dreams.”

turned out to be more than my wildest dreams,” Trahan said.

From inside sales to account manager

After the Hospital Associates and CME merger, Trahan went through another transition. She had been working with Juhas as an inside sales specialist for Hospital Associates, but then moved to remotely covering the northern California territory from Houston. She found that her customer service experience was very helpful in the new role.

However, Trahan knew that she wasn’t quite settled. She was

while getting more familiar with this new-to-her side of the business. She went into hospitals on co-calls and ride-alongs to learn as much as she could about their product portfolios and the customer’s needs.

She described these days as a “download of as much information as I could get.”

From account manager to director of sales

Towards the end of her twoyear stint in California, her mom was diagnosed with lung cancer. Trahan needed to be back home in Texas to take care of her, so

Shannon Trahan

CME offered an opportunity to take over the Texas territory. From there, she covered Texas, Louisiana, and New Mexico, and had “national account responsibility for one of the large surgery center groups.”

She did that for a couple of years before transitioning into a management role. CME’s CEO, Normand Chevrette, asked Trahan about her future goals at the time. She said, “I could see myself building out the territory in Texas, maybe even having multiple reps because Texas is so big.” Little did she know that her role would come to encompass the entire south region.

The role of PWH

For Trahan, PWH has played an invaluable role in her career. Through this community, she was introduced to Cindy Juhas, which led to her job at CME. She maintains that without PWH, she would not be where she is today.

“PWH gave me a confidence boost in those earlier years in my career where I wasn’t as confident in my abilities. It helped me find my voice and realize that there might be more outside of my current position,” she said.

Part of what makes a member organization like PWH such a powerful resource is the number

“ I am a big proponent of an entrepreneurial spirit. We want self-starters that want to work hard. They are the owners of their territory, so we give them the guard rails and the rules to work within and then set them free to do it.”

For Trahan, that transition into leadership would not have been possible without her time in the field. That experience gave her the opportunity to hone her mentoring and coaching skills, an invaluable set of skills that would come to serve her well in her leadership position.

“I think my purpose is that I want to leave the healthcare industry better than I found it. A huge part of making healthcare better is finding the next generation of leaders. I’m constantly trying to identify individuals that aspire to be future leaders and look for ways to help foster their development.”

of opportunities that arise from participating. Networking and exposure to a community of leaders is a powerful stimulant for inspiration and productivity.

Trahan said, “Being around so many women leaders that were so passionate about the industry and eager to help women to develop their careers inspired me to get more excited about the industry. Early on, I volunteered on the marketing committee, which helped me to develop some skill sets that I was lacking.”

One of the unique aspects of a membership with PWH is that it’s giving women in the healthcare industry an opportunity to

learn from each other and build each other up. Trahan noted that medical sales gets a lot of young women coming in as reps, but once they start families, they can find it difficult to navigate returning to the industry and maintaining a work-life balance.

“One of the things that PWH really helped me with early on in my career was establishing a work-life balance, which is something that I try to really encourage for my team. Learning that you can have a balance is important for one’s mental and physical well-being.”

Finding the right talent

Regarding her leadership style, Trahan chooses a mentor/coach approach that lets her team operate within a wide set of margins. “I am a big proponent of an entrepreneurial spirit,” she said. “We want self-starters that want to work hard. They are the owners of their territory, so we give them the guard rails and the rules to work within and then set them free to do it.”

At the end of the day, that management style may not work for everyone. With this approach, it’s important to find the right type of person that can be successful within those parameters. According to Trahan, CME has a very lengthy interview process. The company is looking for something a little bit different than a traditional manufacturer rep or distribution rep, because they handle a lot of the behind the scenes quoting and specification of products.

“We need people that are analytical and organized, which is not always a combination that’s easy to find. We’re also looking

for how they’ll fit in with the organization personality-wise. We work hard, but we like to have fun as well,” Trahan said.

Leaving the industry better than you found it

The idea of “leaving the industry better than you found it” is one that Trahan is actively working toward. One of the pivotal moments of her career is when she decided that she needed to find her purpose and shape her career around that approach. “I feel like just making a difference in the interactions we’re having, whether it’s with my team or our customers. Part of my role is to help develop the next group of leaders that are coming behind me.”

After both her mom and her husband battled cancer, it gave her a new perspective on the work that CME does. She found herself in hospital rooms where she was interacting with nurses, getting a different perspective on the care continuum.

“It gave me a new appreciation for what we do and how important the equipment that we provide is. After my husband’s Neobladder surgery in February 2023, I followed up in an email with my team, urging them to keep the patient in mind. There’s a patient or a caregiver at the end of every piece of equipment that we’re selling. We want to improve the lives of people that we’re serving.”

It came down to something as simple as the chair that her mom was sitting in while receiving infusion therapy. This is a chair that her company sells, and her mom is sitting in it for her cancer treatments. It was a sobering reminder of the role that she plays in the care continuum, and another reason to leave the industry in a better place than when she started in 1997.

Fortunately for the healthcare industry, Trahan still has some more to give. “I still enjoy my work! I like what I do. I’ve got a good 10 to 12 years left before retirement and I’m looking forward to seeing what my team can accomplish and what progress we can make as an industry.”

WHY

Mental Strength

Positive actions or attitudes to employ for sales success in 2025.

By Patrick T. Malone

 A while back I came across an article entitled “13 things mentally strong people don’t do” which is excerpted from the book of the same title by Amy Morin. In my coaching experience, telling someone not to do something usually ensures they will fail. My preferred coaching method is “try this” as opposed to “don’t do that.”

It occurred to me that mentally strong leaders rarely operate in the negative. So, rather than considering the glass half empty, let me give you the glass half full version with the 13 positives actions or attitudes mentally strong leaders employ to ensure their personal and organizational success.

Grateful. While leaders may not have everything that they want, they want everything that they have. The good, the bad and the ugly are all reasons for leaders to feel grateful and outwardly express that gratitude as an example of their positive mental attitude.

Stand up for themselves. They have established truly clear physical and emotional boundaries and do not allow those boundaries to be encroached upon. They are the epitome of the line from the old Clint Eastwood movie – a man needs to know his limitations.

Embrace change. They know that while the status quo may be good for today, it will be only fair for tomorrow and detrimental in the future. Sometimes they are the change agent but most often they are the chief encouragement officer supporting the change being advocated by others.

Control their own environment. They are the embodiment of the Serenity Prayer knowing what they can impact and what is beyond their control. They know there is no sense in attempting to impact some things. That leads to less stress, better relationships, and increased opportunities.

Able to say NO. Their superior performance makes them an attractive target for other’s requests. They know which requests are in the scope of their abilities and which they are willing to undertake. Other requests are respectfully declined with either an explanation or a referral to another who is better equipped to aid the requester.

Take calculated risks. The emphasis on “calculated.” They can fully assess each situation and determine which actions justify the risk and which are simply reckless.

Reflect on the past. There is a dramatic difference between reflecting on the past and living in the past. Every action is a learning experience so reflecting on those experiences increases the potential success rate of the future.

in your own skin. There are times that it is necessary to be in the white-hot spotlight, but a steady diet of engagement can be debilitating. The need to be alone and be comfortable alone is necessary to recharge the batteries and check the internal compass.

Focus on their own efforts.

Playing the comparative game will always lead to disappointment because there is always someone faster, stronger, or

There are very few overnight successes. Most success is usually a series of failings, getting up, dusting yourself off and then trying again.

Learn from mistakes. While there are failures in their past, they are viewed as opportunities to understand what doesn’t work, and this puts them closer to the ultimate successful solution.

Celebrate other’s successes. Leadership requires a well-developed ego but one that is very much under control. So, effective leaders are genuinely happy when others succeed and often lead the celebration.

Persevere after failure. There are very few overnight successes. Most success is usually a series of failings, getting up, dusting yourself off and then trying again. That process is why it often looks effortless to those on the outside when the goal is achieved.

Embrace alone time. Confidence is often described as being comfortable

smarter. Accepting criticism, acknowledging flaws, and playing only against yourself provides greater happiness.

Play the long game. Impatience, immediate gratification, and unrealistic expectations are the biggest roadblocks to success. The secret to success is having the mental toughness to keep your eyes on the goal even when you have failed.

This is what I have seen from successful reps, managers, directors, and executives that I have had the pleasure of working with over the years. If you are new in your respective role, this can serve as a series of goals to be attained as you grow in experience and confidence. If you are a veteran, this can be a checklist to monitor your own performance and identify areas for improvement.

The Power of Saying No

Why disqualifying prospects can increase your sales.

By Brian Sullivan

 As salespeople, we’re taught to say yes – yes to every lead, every opportunity, every prospect who so much as glances in our direction. The problem? Not every lead is worth your time. In fact, chasing every potential prospect can leave you exhausted, frustrated, and spinning your wheels with no meaningful progress to show for it.

Here’s a truth that might feel a little counterintuitive: sometimes the most powerful word in sales isn’t “yes.” It’s “no.” Learning to disqualify prospects is not only liberating but also one of the smartest moves you can make to boost your sales performance. Sound scary? I get it. The idea of turning away a potential opportunity feels like heresy. But stick with me, and I’ll show you why saying no to the wrong prospects creates more space – and energy – for the right ones.

1 The problem with chasing every lead

Sales isn’t just about numbers; it’s about quality numbers. The trap many of us fall into is thinking that every prospect is worth pursuing. You see a name on a list or a warm-ish inquiry, and suddenly, you’re dropping everything to schedule a meeting, write a proposal, or follow up 14 times.

Here’s the thing: not every lead is created equal. Some prospects are never going to buy from you, no matter how amazing your pitch is. Others will string you along for weeks or months only to go radio silent when it’s time to commit.

Worse, some will buy – but they’ll drain your time and energy, leaving you with the sales version of buyer’s remorse.

The solution? Get really good at spotting the difference between a good lead and a bad one.

2 Spotting red flags

Not all red flags are obvious, but they’re there if you’re paying attention. Here are a few to watch for:

 No budget: If a prospect doesn’t have the money – or the authority –

to buy, you’re wasting your time. “We’re interested, but our budget is tight right now” often translates to “We’re not buying.”

 Vague interest: “This sounds interesting” is not a buying signal. Genuine prospects are specific about their needs and excited to solve their problems.

 Unrealistic expectations: If someone expects the moon on a shoestring budget, they’re likely to be a nightmare client.

 Slow response time: If you’re chasing someone just to get

a second meeting or a simple email reply, imagine how hard it’ll be to close the deal – or work with them later.

Remember, spotting a red flag doesn’t make the prospect a bad person. It just means they’re not your ideal client.

3 The art of disqualifying

Now, let’s talk about the art of disqualifying prospects. Saying no isn’t about being dismissive or rude. It’s about using your time and energy wisely. Here’s how to do it:

Ask the right questions. Qualifying questions are your best tool for identifying whether a lead is worth pursuing. Use questions to uncover their needs, timeline, and budget. For example:

 “What’s your current challenge, and why is solving it important now?”

 “What’s your decision-making process?”

 “Do you have a budget allocated for this solution?”

The answers will tell you everything you need to know. If a prospect can’t articulate their needs or doesn’t have the resources to move forward, it’s time to move on.

Be transparent. Don’t be afraid to tell a prospect when you’re not a fit. Something as simple as, “Based on what you’ve shared, I’m not sure we’re the best match for your needs,” can save you both time. It also positions

you as a professional who values honesty over desperation. Stay curious but objective. Even when someone seems like a good fit, stay curious. Ask follow-up questions to confirm their readiness to buy. But remember, you’re not there to convince them – they either fit your criteria, or they don’t.

4 The upside of saying no

Here’s the magic of saying no: it opens space for the right opportunities. By disqualifying bad fits, you can focus your time and energy on prospects who are more likely to buy, appreciate your value, and become long-term clients.

Consider this: If you’re wasting hours chasing unqualified leads, how much time are you losing that could be spent nurturing your ideal clients? Saying no isn’t closing a door – it’s clearing a path for better opportunities.

5 Focusing on your ideal client

Let’s talk about the upside of focusing on your ideal client. When you know who you want to work with, everything becomes easier. Your messaging improves, your pitches become more targeted, and your close rate skyrockets.

Take a few minutes to define your ideal client. Ask yourself:  Who are my most successful current clients, and what do they have in common?

 What problems do I solve best?

 What industries, company sizes, or roles benefit most from my solution?

Once you have a clear picture of your ideal client, use it as your North Star. Every prospect should either align with that vision or be disqualified.

6 The confidence to walk away

Disqualifying prospects isn’t just about strategy – it’s about confidence. It’s about knowing your value and refusing to waste it on people who don’t see it. And guess what? When you’re willing to walk away, prospects notice. It signals that you’re not desperate for their business – you’re selective. And in sales, selectivity breeds respect.

Saying no to say yes

Saying no isn’t about being negative – it’s about being intentional. It’s about recognizing that your time is valuable and choosing to spend it where it matters most. By learning to disqualify unqualified prospects, you’ll free yourself to focus on the leads that truly align with your goals.

So, the next time you’re tempted to chase a lukewarm lead, ask yourself: Is this worth my time? If the answer is no, say it – and watch your sales thrive. Because sometimes, the most powerful yes starts with a confident no.

Brian Sullivan, CSP, is the founder of PRECISE Selling and a leading voice in the field of sales training and development. He believes in the potential of every salesperson to achieve their best and continually challenges sales professionals to reach new heights. To have Brian Sullivan or one of his stable of trainers and coaches help your team get to the top, visit him at www.preciseselling.com

Improving Diabetes Care

New alliance accelerates evidence-based care for diabetes patients in primary care settings.

By Daniel Beaird

Approximately 90% of patients with Type 2 diabetes receive care for the disease from a primary care physician (PCP). That number is around 50% for those with Type 1 diabetes. But despite new treatments and technology, diabetes outcomes have only marginally improved during the past decade.

As the number of patients with diabetes has increased during the past few decades, the exact cause of Type 2 diabetes is still unknown. But the impact of nutrition, physical activity, obesity and lifestyle changes are documented to be associated with the increased risk and incidence of the disease.

The American Diabetes Association (ADA) is dedicated to improving care for those patients through the new Diabetes Primary Care Alliance. It aims for better outcomes by accelerating the adoption of evidence-based standards of care in primary care for diabetes patients and it’s seeking 5,000 early adopters to help drive improvement across almost 300,000 primary care practices in the U.S.

“It’s been estimated that a delay of up to 17 years exists between the discovery of new technologies and medicines and the subsequent widespread adoption into community practice,” said Kevin Peterson, MD, MPH, vice president of primary care for the ADA.

So the ADA has pursued a national strategy for improving delivery of diabetes care in primary care settings and for speeding the dissemination and adoption of innovation through practice-based research networks in the new Alliance. With an average of about 100 practices each, the networks work with the ADA to provide onsite and virtual support to practices

and promote the implementation of evidence-based care management processes.

The Alliance engages with more than 3,600 primary care practices and other healthcare partners to drive implementation through education, quality improvement and research that improves evidence-based clinical practice, enhances the primary care team and improves clinical outcomes.

According to Dr. Peterson, most PCPs support between 150 and 200 patients with diabetes, and it’s estimated that every fourth or fifth patient in a primary care office has diabetes.

“There are about 5,000 endocrinologists in the U.S. compared

to about 350,000 PCPs, so most diabetes care is handled by primary care with the reliance on preventive care even greater in primary care,” he said.

Diabetes care programs and trusted health data

The seven largest primary care organizations on the ADA’s Primary Care Council are helping identify the care services a patient with diabetes should expect from a primary care practice. They include the American Association of Physician Associates, American Academy of Family Physicians, American Association of Nurse Practitioners, American College of Physicians, American College of

“There

are about 5,000 endocrinologists in the U.S. compared to about 350,000 PCPs, so most diabetes care is handled by primary care with the reliance on preventive care even greater in primary care.”

Osteopathic Family Physicians, American Society of Health-System Pharmacists and American Pharmacists Association.

These organizations along with practice-based research networks, accountable care organizations (ACOs) and health systems are helping identify innovative practices and thought leaders who are eager to provide high quality diabetes care in a primary care setting.

“The innovative practices that join the Alliance will provide a model to promote and scale change across primary care practices in order to improve diabetes care delivery,” Dr. Peterson said. That change must include effective metrics for the programs implemented. DARTNet Institute, a nonprofit organization that represents practices and practice-based research networks, will act as a national data

center to help the ADA capture them. DARTNet interacts with 26 separate EHRs and provides support for dashboards and other actionable tools.

“DARTNet is a trusted resource for data collection expertise,” Dr. Peterson explained. “They have experience with many primary care networks and practices and can help engage and support practices in the work of the Alliance.”

A key component will be the creation of the ADA DARTNet Institute Alliance for Diabetes, a consortium of practices that will facilitate the use of aggregate health data to enhance evidence-based diabetes care delivery and improve outcomes in participating practices.

Getting resources to areas disproportionately affected by diabetes

The Alliance includes practices in under resourced communities and racially and ethnically diverse communities – those that are often disproportionately impacted by diabetes.

“Each project in the Alliance includes health equity strategies specific to each topic and geographic area participating,” Dr. Peterson said. “The Alliance primary care practices are over sampled in areas of need and practices that provide services to ethnic minorities.”

These practices join with other Alliance members and health systems from other ADA primary care quality improvement initiatives to improve education, promote evidence-based clinical practice, decrease the clinical burden on staff and introduce strategies to improve diabetes care in primary care settings.

Notable updates to Standards of Care in 2025

The new Alliance’s mission is to improve diabetes care delivery in primary care through the dissemination and implementation of the ADA’s “Standards of Care in Diabetes—2025.” Released in December, the Standards of Care is the gold standard in evidence-based guidelines for diagnosing and managing diabetes and prediabetes. Notable updates to the Standards of Care in 2025 include:

 Consideration of continuous glucose monitor (CGM) use for adults with Type 2 diabetes on glucose-lowering agents other than insulin.

 Guidance on actions to take during circumstances of medication unavailability, such as medication shortages.

 Additional guidance on the use of GLP-1 receptor agonists beyond weight loss for heart and kidney health benefits.

 Guidance on continuation of weight management pharmacotherapy beyond reaching weight loss goals.

 Guidance for treatment of metabolic dysfunctionassociated steatotic liver disease (MASLD) with moderate or advanced liver fibrosis using a thyroid hormone receptor-beta agonist.

 Emphasis on the use of antibody-based screening or presymptomatic Type 1 diabetes in those who have a family history or known genetic risk.

 Guidance on the use of recreational cannabis for Type 1 diabetes and those with other forms of diabetes at risk for diabetic ketoacidosis (DKA).

 Key updates highlighting potentially harmful medications in pregnancy and guidance for appropriately modifying the care plan.

 Expanded nutrition guidance to encourage evidence-based eating patterns, including those incorporating plant-based proteins and fiber, that keep nutrient quality, total calories and metabolic goals in mind.

Other noteworthy changes include:

 Emphasis on water intake over nutritive and nonnutritive sweetened beverages; and the use of nonnutritive sweeteners over sugar-sweetened products in moderation and for the short term to reduce overall calorie and carbohydrate intake.

 Importance of meeting resistance training guidelines for those treated with weight management pharmacotherapy or metabolic surgery.

 Guidance for DKA and hyperglycemic hyperosmolar state (HHS) in the outpatient and inpatient settings.

 Screening updates for fear of hypoglycemia, diabetes distress and anxiety.

 Improved approach for diabetes care delivery for older adults.

 Guidance on the use of GLP-1 receptor agonists and dual GIP and GLP-1 receptor agonists in the perioperative care setting.

The ADA updates annually the Standards of Care through the efforts of its Professional Practice Committee (PPC). The PPC includes physicians, nurse practitioners, certified diabetes care and education specialists, registered dietitian nutritionists, pharmacists and methodologists. Its members hold an expertise in a range of related fields.

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Better Health for a Brighter Tomorrow

What work is being done at the national level to promote more access to primary care?

By Graham Garrison

Editor’s note: The following is part 3 in a series examining the future of primary care. For previous stories, see the January 2025 and February 2025 issues of Repertoire Magazine

 For many patients today trying to find and maintain a primary care clinician, the struggle is real. Ann Greiner, President and CEO of the Primary Care Collaborative (PCC) said their struggles can be attributed to several factors, including shortages of primary care clinicians, historically in rural or underserved areas but increasingly now in major metropolitan and higher income areas, patient financial barriers including high deductible health plans and the rising complexity of insurance networks that make it difficult to identify in-network primary care providers.

The PCC, a national nonprofit organization dedicated to advancing an effective and efficient health system built on a strong foundation of primary care, has several initiatives underway to better connect patients with clinicians.

For example, in the spring of 2022, the PCC launched the Better Health – NOW (BHN) campaign, a broad-based effort that focuses on advocating for more equitable, accessible and patient-centered primary care. There are seven Shared Principles of Primary Care, PCC said, endorsed by more than 380 diverse organizations:

Comprehensive and Equitable. Primary care addresses the whole person with appropriate clinical and supportive services that include acute, chronic and preventive care, behavioral and mental health, oral health, health promotion and more.

Accessible. Primary care is readily accessible, both in person and virtually for all individuals regardless of linguistic, literacy, socioeconomic, cognitive or physical barriers.

Person and Family-Centered. Primary care is focused on the whole person – their physical, emotional, psychological and spiritual wellbeing, as well as cultural, linguistic and social needs.

Team-Based and Collaborative. Interdisciplinary teams, including individuals and families, work collaboratively and dynamically toward a common goal. The services they provide and the coordinated manner in which they work together are synergistic to better health.

High-Value. Primary care achieves excellent, equitable outcomes for individuals and families, including using health care resources wisely and considering costs to patients, payers and the system.

Continuous. Dynamic, trusted, respectful and enduring relationships between individuals, families and their clinical team members are hallmarks of primary care.

Coordinated and Integrated.

Primary care integrates the activities of those involved in an individual’s care, across settings and services. Primary care proactively communicates across the spectrum of care and collaborators, including individuals and their families/care partners.

Campaign participants range from associations to payers and providers, including the American

Academy of Family Physicians, American Academy of Pediatrics, Blue Cross Blue Shield of Michigan and Blue Shield of California, Humana, the National Rural Health Association, Oak Street Health, UCSF Center for Excellence in Primary Care, VillageMD and Waymark.

Greiner said some accomplishments already achieved by the BHN initiative include CMS announcing the ACO Primary Care Flex model, finalizing a Streamlining Coverage Rule in Medicaid that will reduce coverage disruptions caused by red tape and administrative barriers, and a bundled prospective payment for primary care in the Medicare physician fee schedule.

achieve higher savings – 2.4 times more than others from 2017 to 2022 – by leveraging wellness visits, care coordination and data-driven interventions. “This approach minimizes unnecessary hospital use and ensures effective management of high-risk patients, aligning closely with MSSP goals,” Greiner said.

Key findings for the years from 2017 to 2022 include:

 MSSP ACOs in the highest quintiles of primary care centricity were consistently more likely to generate savings and generate savings above the median rate, as compared to ACOs with a lower measure of primary care centricity.

In 2017, about 27.5% of beneficiaries were enrolled in primary care centric ACOs; in 2022, only 24% of beneficiaries were enrolled in such ACOs.

How primary care performs in CMS models

Primary care’s performance in government physician reimbursement models bears particular attention in the coming years. Primary care already excels in the MSSP due to its focus on prevention, chronic disease management and accessibility, which reduce emergency and acute care costs and improves outcomes, Greiner said. And after evaluating primary care in Medicare Accountable Care organizations, PCC released a 2024 Evidence Report touting primary care as the “MVP of MSSP.”

The report noted that primary care-centric ACOs consistently

 Primary care centric ACOs outperformed most other ACOs. Concurrently, the median level of shared savings of all MSSP ACOs increased modestly, from 1.1 percent to 3.4 percent.

 High primary care centric ACOs generated 2.4 times the savings as low primary care centric ACOs between 2017–2022.

 By two different measures examined, MSSP ACOs did not appear to achieve these savings by targeting beneficiaries that have fewer social and economic vulnerabilities, although more research is needed at a smaller geographic level to confirm this encouraging finding.

Despite the strong performance of primary care centric ACOs, PCC noted the percentage of beneficiaries in those ACOs is dropping. In 2017, about 27.5% of beneficiaries were enrolled in primary care centric ACOs; in 2022, only 24% of beneficiaries were enrolled in such ACOs.

What can be done to reverse that trend? PCC said policymakers can take steps to promote the growth of primary care centric ACOs, such as considering waiving Part B cost-sharing requirements for beneficiaries who obtain care from their chosen source of primary care

Both in the academic and professional settings, Thomas Campanella has listened to discussions about the need for more value-based health care for years. Unfortunately, when accounting for industry stakeholders and their various motivations, it’s been more aspirational than realistic.

“As long as you have a fee for service payment system, which is the predominant payment system in the United States, which basically pays providers on the basis of the more you do, the more you make – if that’s the overriding payment system, all you’re

The National Academy of Science, Engineering and Medicine (NASEM) reported that primary care is the only part of the healthcare system where more investment leads to better health. And there is plenty of evidence indicating that people who have access to high-quality primary care lead healthier lives and those with chronic conditions in particular benefit from strong primary care.

within the MSSP ACOs, or creating a create a new pathway within the MSSP that allows for primary care capitation, providing new and existing ACOs an opportunity to take on more risk and potentially more reward. They could also look at incentivizing more comprehensive primary care in the MSSP, starting with behavioral health integration.

Aligning motivations

Incentivize is a key word – perhaps the key word – when it comes to successfully adopting models of care that prioritize value over volume.

doing is focusing on doing more services and seeing more specialists,” he said. “We just wind up with escalating costs.”

It’s not rocket science; it’s inertia, Campanella said, and changing the status quo means going against “powerful players that are making lots and lots of money from a broken-down health system. At one end, you can see what needs to be done, but on the other end, the roadblocks from doing it are pretty big.”

For example, a number of years ago Congress passed a budget neutrality law in regard

to physician increases. The idea was to control healthcare costs, but the model made the mistake of dumping primary care in with specialists and sub-specialists. So, if more money was given to primary care, then less money would be available for specialists and sub-specialists. That dynamic creates too much friction, Campanella said.

“What I think needs to happen, if primary care is considered a key ingredient to keeping people healthy and lowering healthcare costs, then maybe we should carve them out of this budget neutrality formula and give them whatever increases they need, but not at the expense of other specialties and subspecialties,” he said.

When push comes to shove, there needs to be a national strategic plan for primary care, something with teeth, Campanella said, and akin to the Marshall plan following World War II that provided structured support and economic aid to help rebuild Western Europe. “People get excited about these things, but then they jump to something else. We need to have more of a sustainable effort at a national level.”

Campanella said he is hopeful that the PCC can be one such catalyst for our nation’s health care system.

Whole-person care

Along with Better Health NOW, the PCC has also launched a new multi-year initiative on wholeperson care and lifestyle medicine. Whole-person primary care promotes the full health of individuals and their communities by not only treating disease but by promoting wellbeing, PCC said. It approaches

people holistically –supporting their physical, mental, social and spiritual needs – and as partners at the center of their own care.

Integrating behavioral health into primary care is particularly crucial. Mental health and physical health are, at their core, deeply interconnected, Greiner said. “Many patients with chronic physical health conditions also face mental health challenges, and vice versa,” she said. “By integrating behavioral health, primary care clinicians can offer more holistic care, improving early identification and treatment of mental health conditions such as depression, anxiety and substance use disorders.”

This integration leads to better overall outcomes, improved patient satisfaction and reduced stigma around seeking mental health care. This ensures that both physical and mental health needs are addressed concurrently.

PCC said whole-person primary care uses an array of approaches to promote health, from conventional medicine to lifestyle coaching, community connection, self-care and complementary therapies like acupuncture and mindfulness. It relies on a diverse team of professionals to help individuals reach their own health goals. This model aims to strengthen the patient-clinician relationship, improve care coordination and ensure that patients’ diverse needs are met in an integrated manner, “leading to better health outcomes and more effective use of health care resources,” Greiner said.

Indeed, improved access to primary care is linked to better health outcomes for patient populations. The National Academy

Flexing with primary care

The ACO Primary Care Flex Model (ACO PC Flex Model) is a voluntary model focusing on primary care delivery in the Medicare Shared Savings Program (Shared Savings Program). It will test how prospective payments and increased funding for primary care in Accountable Care Organizations (ACOs) impact health outcomes, quality, and costs of care. The flexible payment design will empower participating ACOs and their primary care providers to use more innovative, team-based, person-centered and proactive approaches to care, CMS said.

It could certainly provide a boost to primary care physicians, who cover nearly half of all physician office visits, but typically don’t receive as much reimbursement as their specialist counterparts.

“The reimbursement rates for primary care services are significantly lower than those for specialists, with the current way that services are valued under the fee-for-service payment model not fully reflecting the true value of primary care,” Greiner said.

“And, despite being responsible for a significant portion of physician office visits, primary care focuses primarily on preventive and chronic care management rather than high-cost interventions like surgeries or specialty care.”

Better Health – NOW tenets

Key tenets of the BHN campaign include:

 Shift primary care payment from volume-based to valuebased models that reward quality and cost-effective care, offering clinicians more flexibility and patients personalized, comprehensive services.

 Increase health care spending on primary care.

 Fund diverse primary care teams to deliver a comprehensive set of services that better meets the needs of all populations.

 Ensure patients have a consistent primary care clinician and encourage long-term relationships.

 Support rural and underserved primary care practices with upfront investments, fair payments and additional resources.

of Science, Engineering and Medicine (NASEM) reported that primary care is the only part of the healthcare system where more investment leads to better health. And there is plenty of evidence indicating that people who have access to high-quality primary care lead healthier lives and those with chronic conditions

in particular benefit from strong primary care, Greiner said.

“Underinvestment in primary care leads to shortages of the professional teams needed to address rising rates of chronic conditions, mental health needs and other challenges faced by an aging, diverse population and falling life expectancy.”

Putting Patients at the Center in an ASC Model

What a patient-centric approach to care looks like for ASCs, and why it’s important.

By Pete Mercer

 Ambulatory surgery centers are outpatient facilities that provide same-day surgical, diagnostic, and preventive procedures at a lower cost to the patient. There are over 6,000 Medicare-certified surgery centers operating in the United States, and that number continues to grow. As more and more patients look to an outpatient setting for these procedures, it’s more important than ever for patients care to be the central focus in an ambulatory setting.

Patient experience is a critical way to measure the quality of patient care within an ambulatory surgery center. Creating an organized process for collecting, analyzing, and executing patient feedback is key here, because these facilities are designed to handle large volumes of patients. As ASCs continue to develop into a central player in the healthcare industry, it’s crucial for ASC leaders to develop better plans for optimizing and improving the patient experience.

Enhanced patient care as a model

One of the most significant opportunities that ASCs can leverage is their ability to provide a much more personalized environment for their patients. These facilities often provide faster procedures, shorter wait times, a simplified scheduling process, and a personalized approach to care compared to the larger and busier health systems.

This is why so many ASCs are looking to provide a patient centric approach to care –U.S. News & World Report reported that “maintaining high patient satisfaction plays such a critical role in how individuals choose an ASC.” A survey conducted by U.S. News found that patient experience at surgery

Because the size of an ASC is so different from that of one of the larger health systems, a lot of that feedback goes right back to the physician operators who can easily implement it into their workflows and processes – especially in physician-owned ASCs. A physician ownership model in an ASC allows even more flexibility in the way of procedure specialization and increased patient-doctor interaction.

The ‘enhanced patient care model’ is possible because ASCs are able to tailor patient care environments directly to the needs of the patients. With this patient-centric approach, the ASC Association reports that “patients say they have a 92% satisfaction rate with both the care and service they receive from ASCs.”

Leapfrog found in a 2020 survey that in all five areas of patient experience, ASCs statistically rated higher and with a more favorable experience than those who had a same-day procedure in either a hospital or an HOPD.

center facilities is one of the top factors that people consider when selected an ASC.

Rebecca Craig, CEO of Harmony Surgery Center, told the publication that, “Patient satisfaction is extremely important to ASCs and is a hallmark of the industry. Many ASCs spend a lot of time surveying patients to collect feedback on how to continuously enhance care and improve the overall experience.”

How to measure the patient experience

One of the most effective tools that ASCs have for measuring patient experience in their facilities is the Outpatient and Ambulatory Surgery Consumer Assessment of Healthcare Providers and Systems (OAS CAHPS) Survey. This survey is designed to measure the patient’s experience with any care received from Medicarecertified ASCs.

In fact, this evaluation is mandatory for all Medicare-certified ASCs to use this survey and submit data to the CMS ASC Quality Reporting Program. The OAS CAHPS covers five categories that patients value:

 Facilities and staff

 Communication about procedures

 Preparations for discharge and recovery

 Overall ratings of the facility

 The patient’s willingness to recommend the ASC to family and friends.

According to The Leapfrog Group, the CAHPS surveys a random sample of patients who have been discharged from a hospital or had surgery performed in an outpatient setting. These surveys are administered by experienced survey vendors. Each participant is asked to check a box reflecting on their experience with the care they received.

ASC Focus reports that in order to be compliant with the CMS rule, ASCs must collect at least 200 completed surveys over a 12-month reporting period. Data will be collected through the mail, followed up with telephone and email for any patients that don’t respond to the mailed surveys.

With over 60% of all surgeries performed in either a hospital outpatient department or an ASC, these surveys are designed to better understand why patients choose that facility for the procedure. Leapfrog found in a 2020 survey that in all five areas of patient experience, ASCs statistically rated higher and with a more favorable experience than those who had a same-day procedure in either a hospital or an HOPD.

By utilizing electronic health records and a scheduling software solution, ASCs can get ahead of these scheduling challenges and provide a bright spot in the healthcare continuum.

Improving the patient experience

With a better understanding of what an enhanced patient experience looks like and how it can be measured in an ASC, how can these facilities actively improve the patient experience across the board? For any ASCs that are gearing up to launch or transition to a patient-centric approach, there are some practical and easy to implement options for making those changes for the patients.

Overly long wait times are one of the more glaring challenges facing hospitals and other healthcare facilities. With all the stress and strain that comes with undergoing surgery, time spent waiting before or after the surgery can be a significant burden on the patient. Reducing the wait for both pre-op and post-op areas can significantly improve patient satisfaction.

Scheduling challenges are another challenge for healthcare facilities – many providers are

forced to schedule appointments months in advance, creating a calendar bottleneck for patients in need of care. By utilizing electronic health records and a scheduling software solution, ASCs can get ahead of these scheduling challenges and provide a bright spot in the healthcare continuum.

Once the patient has been discharged, it’s important to maintain communication to ensure that the patient is recovering well. Without a post-discharge program, the likelihood of patient readmission in a full-scale hospital drastically increases. Press Ganey, a company that specializes in studying data in the healthcare space, found that a consistent post-discharge communications program helps in reducing readmission rates “by up to 50% through early identification and resolution of issues. Additionally, organizations that make regular post-discharge calls often see a 41% increase in patient experience scores.”

With complete ownership of every step, BD delivers excellence from end-to-end. We are committed to providing a sustainable supply of needles and syringes with safe and reliable performance your clinicians and patients can trust.

ASC news

AMSURG expands in northeast Texas with acquisition of Texarkana Surgery Center

AMSURG, an independent leader in ambulatory surgery center services, has acquired an ownership interest in Texarkana Surgery Center, an outpatient surgery center in northeast Texas, near the Arkansas border. Texarkana Surgery Center’s physicians offer same-day procedures in multiple specialties, including ophthalmology, orthopedics, gastroenterology, gynecology and general surgery. The freestanding, state-of-the-art facility spans 17,000 square feet and includes four operating rooms and three procedure rooms, ensuring patient convenience and comfort.

ASCQR Program participation remains high among ASCs

CMS released the calendar year 2025 Ambulatory Surgical Center Quality Reporting Program payment determination lists earlier this month. Of the 6,012 ASCs included in the release, 5,714 facilities will receive the full annual payment update (APU) for 2025. The other 298 ASCs required to participate did not meet all requirements for a full APU. That 298 number is down from 341 in 2024. ASCs that failed to submit data in 2024 are subject to a 2 percent penalty to their 2025 APU.

The ASCQR Program is a pay-for-participation program, not a pay-for-performance program. In other words, facilities are penalized for failure to report;

they are not penalized based on any of the data that is reported. CMS included 6,012 facilities in its data release, 4,271 of which were required to submit data in 2024 for 2025 payment determinations. The other 1,741 ASCs were not required to participate in the ASCQR Program for 2025 payment determinations. This is up from 1,340 that were exempt for 2024 payment determinations. Further analysis needs to be performed, but this could potentially be due to increases in the percentage of Medicare beneficiaries who are on Medicare Advantage plans instead of fee-for-service Medicare.

Covenant High Plains

Surgery Center recognized by Newsweek as top ASC fourth year in a row Covenant High Plains Surgery Center (CHPSC) is the highestrated center in West Texas for a fourth year in a row, ranking among the top of the over 5,000

Medicare-certified ambulatory surgery centers (ASCs) nationwide analyzed by Newsweek and global research firm Statista for their honors list, America’s Best Ambulatory Surgery Centers 2025. The factors analyzed included quality of care, reputation, patient experience, and accreditation data.

CHPSC is the first in the region to perform robotic surgery with the Intuitive da Vinci X system, and its sister facility is the first in West Texas to perform robotic total knee replacement surgery using the Stryker Mako® surgical robot. It is also one of only a dozen ASCs in the nation to achieve Center of Excellence accreditation in bariatric (weight loss) surgery, Blue Cross Blue Shield Blue Distinction Center designation, Aetna Institute of Quality, and Optum Center of Excellence recognition, as well as being named Surgical Quality Partner by the American College of Surgeons.

Stony Brook Medicine moves to expand New York ASC

Stony Brook Medicine, which opened a 120,000-square-foot ambulatory care facility in Commack, N.Y., is expanding the facility with the addition of a 19,500-square-foot ASC that will house four operating rooms, a dedicated recovery and prep space, and onsite sterile processing. The new facility will focus on orthopedics, pain management, ophthalmology and urology, which all already have large footprints at Commack.

Sales Training Experience

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Evolving to Meet Resident Needs

Shifting resident needs and value-based care models have significantly changed the landscape of post-acute care.

By Jenna Hughes

 The post-acute patient experience is changing. Indeed, patients’ needs within long-term care (LTC), skilled nursing facilities, home health, and inpatient rehabilitation facilities are shifting toward a focus on patients’ whole health and individual outcomes over volume of care.

LTC residents’ needs are being met through an emphasis on interdisciplinary approaches to chronic disease management, personalized patient care plans, and coordinated care across multiple healthcare settings.

“Our patients in PALTC (Post Acute and Long-Term Care) are older, sicker, and frailer compared to patients we used to see 15-20 years ago,” said Dr. Rajeev Kumar, President of AMDA - The Society for Post-Acute and Long-Term Care Medicine. “The aging of our population in addition to changes in healthcare payments due to evolution of Fee for Service (FFS) models of care into Value Based Care (VBC) has empowered clinicians and nursing staff to operate at the top of their licensure to care for this high-risk patient population.”

Post-acute care residents are staying in facilities for shorter periods of time and technology is allowing patients to be treated through at-home care, while the shift to value over volume within healthcare has revolutionized the industry, providing a greater focus on patient outcomes.

Distinct patient populations

The proportion of the U.S. population seeking care in nursing homes has climbed higher due to an aging population, longer life expectancies, and a lack of alternative care facilities, according to the National Library of Medicine study, “Evolution and Landscape of Nursing Home Care in the United States.”

Older adults are increasingly seeking care outside the hospital and in long-term settings such as short-term nursing home stays, assisted living, and at-home. As a

result, nursing homes have begun to admit residents with more acute nursing needs.

“Both facilities and clinical practitioners are held accountable for patient outcomes and Medicare spend under Value Based Care,” said Dr. Kumar. “Therefore, our patients are increasingly treated in place whenever possible and are transitioned to their homes (lowest care settings) as quickly and efficiently as possible.”

post-acute care facilities rise, patients are spending less time overall in healthcare settings as a result of quicker recovery times, improved care coordination, and more efficient rehabilitation.

Reimaging the long-term care setting

Nursing homes and long-term care facilities often double as a place of residence for many patients while they are undergoing treatment. Recently, the

Value in healthcare is a measure of a patient’s health outcomes compared to the cost of achieving that improvement. According to Forbes, stakeholders within the healthcare industry are increasingly accommodating the aging population to make care both more effective and efficient for LTC residents.

Nursing home residents now comprise two distinct patient populations: post-acute patients, (who typically are admitted after a hospital stay) and represent 43% of the nursing home population, and longer-term residents (requiring care for chronic medical conditions and/or assistance with activities of daily living) represent 57% of the patient population, according to the National Library of Medicine. The average length of stay for a long-term resident is 2.3 years, compared to 28 days for short-term stay patients.

Prolonged stays in acute care increase the risk of hospital-acquired infections and disrupt patient flow and access to care due to bed shortages. However, as shorter stays within

healthcare industry and its stakeholders began to recognize the need to balance the delivery of clinical care with patient’s quality of life. This shift has revolutionized how post-acute care is delivered, making long-term healthcare facilities focused more on each patient as an individual, according to the National Library of Medicine.

“To meet resident’s evolving needs, physicians and Advanced Practice Providers (APPs) are using telemedicine and RPM to tend to and remotely assess patients 24/7, to anticipate and intervene when there are changes in condition, and to timely and appropriately treat patients and prevent adverse events including hospitalizations,” said Dr. Kumar.

Value-based care has additionally led to a culture change in nursing homes, with residents’ choices being prioritized to enhance quality of life.

“Social workers, psychologists and psychiatric practitioners are more readily available in PALTC to address mental health needs, especially with the evolution of patient care models to cater to a sicker, more frail patient population,” said Dr. Kumar.

in monitoring patients’ emotional health and supporting them through times of transition,” said Dr. Kumar.

Value over volume and patient outcomes

Across the healthcare industry, health systems and hospitals are seeing a shift from fee-for-service care to a focus on the value of patient outcomes.

Value in healthcare is a measure of a patient’s health

Medicare’s Patient-Driven Payment Model (PDPM) for skilled nursing facilities (SNFs) was implemented in October 2019 to shift reimbursement within long-term care from a system based on volume of therapies provided to one based on patients’ clinical conditions, needs and characteristics, according to Forbes.

The need for ensuring patients’ quality of life in LTC became evident during the COVID-19 pandemic, which had a significant impact on nursing home care, residents, and staff. The virus that causes COVID19 (SARS-CoV-2) is particularly dangerous for older adults with underlying health issues, and long-term care residents, as a result, suffered disproportionately high rates of cases, hospitalizations, and deaths relative to the general population, according to the National Library of Medicine. The pandemic shed light on the need for a more balanced approach to care in post-acute care facilities.

“All staff members within long-term care must be involved

outcomes compared to the cost of achieving that improvement. According to Forbes, stakeholders within the healthcare industry are increasingly accommodating the aging population to make care both more effective and efficient for LTC residents.

“PALTC facilities need to continue to ramp up their capabilities to provide hospital level care, adopt innovative models of care, such as telemedicine and remote monitoring, and train staff to operate at the top of their licensure to care for an increasingly complex patient population,” said Dr. Kumar.

Medicare’s Patient-Driven Payment Model (PDPM) for skilled nursing facilities (SNFs)

was implemented in October 2019 to shift reimbursement within long-term care from a system based on volume of therapies provided to one based on patients’ clinical conditions, needs and characteristics, according to Forbes.

The Centers for Medicare and Medicaid Services also implemented similar models in other post-acute settings. CMS implemented the Patient-Driven Grouping Model in home health in January 2020, rolling out value-based purchasing (VBP) models across the post-acute sector to link payments and performance to hospital readmission rates and other key measures.

Acute care facilities are continuing to be incentivized to move their patients to lowercost, clinically appropriate care settings to free space and hospital beds.

Additionally, a greater focus has shifted to post-acute care providers as important clinical collaborators within healthcare that have the ability to reduce preventable hospital re-admissions and ensure the health and well-being of LTC patients with complex needs.

“Telehealth, Remote Patient Monitoring, and the increased onsite availability of clinical practitioners with the increasing numbers of APPs in PALTC have helped us move in the direction of value-based care,” said Dr. Kumar. “Our organization advocates on behalf of our practitioners, patients and all of our PALTC communities to bring about policy changes to improve post-acute and long-term care systems and processes.”

HIDA’s Emerging Leaders Program Returns To Florida

 Last year, HIDA opened its doors to our first class of Medical Supply Chain Emerging Leaders. This cohort of college students attended our MedSupplyChain Conference in Florida to learn about healthcare distribution and network with leaders in the industry. This year, the Medical Supply Chain Emerging Leaders program has even more to be proud of:

More Students: Thirteen college students have been selected as Emerging Leaders –up from 11 the year before. It is a diverse cohort, including first-generation college students with a variety of backgrounds and experiences. A great many of them have work experience in foreign countries – they already have seen the global impact of logistics and distribution.

More Schools: Six schools are represented among the Emerging Leaders – from Arizona State, East Carolina, Western Michigan, North Carolina A&T, Wayne State, and the University of South Carolina. Of the five schools that sent Emerging Leaders in 2024 – four have sent us students for the second year in a row. It is a great vote of confidence that the Emerging Leaders who attended last year were willing to recommend us to their peers.

More Perspectives: The Emerging Leaders are passionate about healthcare distribution. Many of them are active in college clubs and organizations devoted to supply chain management and business.

In their application essays, these students shared that their professional aspirations are rooted in personal experience. Here’s what some of them had to say:

By Chandler Mobley; Senior Manager, Market Insights; Health Industry Distributors Association

 “My passion for healthcare distribution isn’t just rooted in logistics; it’s driven by a desire to bridge the gaps in global healthcare access. Every vaccine delivered, every surgical tool transported, is a link in the chain that determines whether a life is saved or lost.

 “I consider healthcare to be one of the most important supply chain fields to exist presently. The consumers are patients, not customers. If a particular medical product is not delivered to the hospital on time, the patient will have to suffer for it, especially with their lives on the line.”

 “The seamless care I received as a child relied on efficient supply chain management to ensure that patients like me received the right care at the right time.”

 “My life changed drastically when I began experiencing severe heart issues that required immediate surgery. Due to delays in the healthcare system, I had to wait six months for the procedure. This experience shifted my perspective and ignited my passion for entering the medical field.”

The growth of the Medical Supply Chain Emerging Leaders program reflects the incredible potential of the next generation to transform healthcare distribution. These students bring unique perspectives shaped by personal experiences and global outlooks, united by their shared commitment to improving healthcare access and outcomes through supply chain innovation. With such passionate and talented individuals entering the field, the future of healthcare distribution looks brighter than ever.

The Financial Impact of Infection Prevention

There is no need to compromise. Why effective infection prevention saves lives and lowers costs for healthcare providers.

By Paul Girouard

 Infection prevention is the cornerstone of safe and efficient healthcare, yet the U.S. pays a staggering financial price when these measures are overlooked. Each year, it is estimated that healthcareassociated infections (HAIs) cost the U.S. healthcare system between $28 billion and $45 billion, according to a study published in JAMA Internal Medicine. This figure includes direct medical expenses such as extended hospital stays, readmissions, and additional treatments, as well as indirect costs like lost productivity and litigation. These figures represent not just a challenge but a significant opportunity for you to advocate for solutions that save lives and reduce costs.

ROI in prevention

There’s an upside to all of this; infection prevention doesn’t just save lives; it saves a ton of money too. The CDC says proper prevention measures can cut HAIs by up to 70%. Simple steps like hand hygiene campaigns, sterilization equipment, and environmental hygiene have a big financial payoff. According to the Agency for Healthcare Research and Quality (AHRQ), every dollar spent on infection prevention brings back $3 to $6 in savings.

A study in Infection Control & Hospital Epidemiology backs this up. It found that boosting infection prevention budgets by just 10% could slash HAI

rates, saving millions annually. That means fewer fines, happier patients, and stronger reputations.

Proper investment in infection prevention pays for itself many times over. For example:

 Vaccination Programs: Every $1 spent on influenza vaccines saves $6.30 by preventing hospitalizations and absenteeism. Childhood vaccination programs save the U.S. $13.5 billion annually in direct healthcare costs.

 Hand Hygiene Compliance: Increasing compliance reduces HAIs, yielding a ROI of $23 per $1 spent on alcohol-based hand sanitizer programs.

 Preparedness for Pandemics and Outbreaks: Investments

in early detection and containment save up to $16 billion annually, reducing the need for emergency responses and extensive treatments.

What this means for you as a sales representative

It’s time to rethink the category of infection prevention as a salesperson. Gloves, PPE, hand hygiene, and surface wipes shouldn’t be thought of as price-driven commodity products. If you’re selling infection prevention products, you’ve got an opportunity to rethink your approach and stand out from your competition. Building programs, recommending product formularies, and driving clinical compliance will lead to saving money and improving care. Reach out to the resources around you. Use posted CDC or other regulatory guidelines. Review manufacturers or association white papers, and trusted information to show hospitals and clinics how your products prevent costly HAIs and help them comply with regulations. Your messaging can highlight other benefits too, like reducing liability, improving staff productivity, and boosting patient satisfaction, all major pain points for your customers.

By investing in proven strategies, healthcare facilities can save billions every year while improving outcomes. For sales reps, this is your chance to align your products with the critical goals of cost-saving and quality care. In today’s tight financial environment, infection prevention isn’t just smart healthcare; it’s smart business.

Nontraditional Providers and Primary Care

Bain & Co. says traditional providers will shrink faster than previously projected.

By Daniel Beaird

 Two years ago, Bain & Co. predicted that nontraditional care providers, including retailers, payers, advanced primary care (APC) providers and others, would capture 30% of the primary care market by 2030.

Bain recently updated its projection reflecting three things: the strategic repositioning of major retailers and APC providers; accelerated growth of payer investment, primarily through existing primary care delivery capabilities; and greater growth for enablers. Bain expects the share of primary care patients served by traditionally pure fee-for-service providers to shrink faster than it had previously projected.

Nontraditional providers are spearheading the adoption of advanced risk-bearing value-based care payment models. Namely, fully capitated models. To succeed, it’s critical to deliver improved clinical outcomes at lower total cost of care and that requires considerate investment in resources like people, technology, tools and analytics to better manage patient populations.

Retailers face significant challenges

Nontraditional providers continue to help transform primary care and will account for about one-third of the market in 2030, according to Bain. Even after retailers have struggled to adapt to the healthcare market and shifted their approaches during the past two years. Retailers face three challenges: operational complexity, brand perception issues and regulatory and financial challenges. Bain’s research shows that most consumers associate retailers with convenience for low complexity and episodic care like vaccinations and evaluation of common cold symptoms rather than comprehensive primary care

services, which require chronic disease management and continuity of care with a provider.

“It takes time to shift brand perception amongst consumers and it can take years of investment to build a brand associated with high quality care delivery,” said Erin Ney, MD, partner of healthcare and life sciences at Bain & Co.

Clinical care also requires meeting rigorous standards while managing reimbursement pressures, especially in risk-based models like Medicare Advantage. The clinical, administrative and regulatory complexities of healthcare delivery are very different from those of retail or pharmacy.

Some retailers like Walmart have built their own clinics, while others have established partnerships with existing providers or acquired primary care delivery assets. But many have shifted their approach. Walmart exited the space, and Walgreens is scaling back its clinic footprint. These moves recognize how challenging it is to succeed in primary care.

“For retailers building care delivery business models in house, developing the necessary execution know-how requires a team with deep clinical, strategic and operational healthcare expertise,” Dr. Ney said. “Scaling primary care demands a long-term commitment to workforce development, infrastructure and navigating these complexities effectively.”

Payers better positioned

Retailers have believed population-focused models are well positioned to take on the risk of value-based care and so does Bain. But Bain positions payers, rather than retailers, in a better light to navigate the challenges.

Having entered the care delivery space more than a decade ago, UnitedHealth Group and Humana – through their health services organizations Optum and CenterWell – have developed the differentiated capabilities required to manage complex primary care delivery. Their healthcare expertise, financial resources and data and analytics capabilities position them well to scale primary care effectively.

be highly competitive on specialty care utilization and cost.

She also suggests other strategies to develop innovative care models that will change the way the health system provides primary care or developing direct-to-employer models that allow for greater risk taking.

“These health systems must assess how their existing primary care assets impact their overall business and mission, carefully

“ For retailers building care delivery business models in house, developing the necessary execution know-how requires a team with deep clinical, strategic and operational healthcare expertise.”

“Payers are well positioned to navigate industry challenges and scale effectively,” Dr. Ney said. “They have the financial resources to invest in the capabilities that are required to succeed in valuebased care, from labor to technology, tools and analytics.”

They have a considerable advantage to stratify risk and adjust patient engagement strategies, focus on population health management and help patients navigate, coordinate and manage care through their data and analytics, care management and care navigation capabilities.

Health systems pursue different strategic paths

What about traditional providers like hospitals and health systems?

Bain expects them to pursue different strategic paths. One is to become the preferred specialty and tertiary care provider for risk-taking primary care providers. Dr. Ney says this secures referrals but requires the health system to

weighing the benefits and costs of investment in this space,” she said.

Those looking to reinvent will focus on bridging gaps in key areas such as enhancing patient experience, deploying digital and technological advancements, improving care management and adopting a more multidisciplinary approach to care delivery.

But health systems don’t have to go alone. Multiple enablers are already helping them advance their adoption of value-based care by providing several of these key capabilities. These providers are partnering with enablers to get assistance with the capabilities that will support their transition from fee-for-service to value-based care reimbursement models.

“But health systems with high relative market share will be more insulated from such pressures, allowing them to maintain their competitive positions longer without undergoing significant change,” Dr. Ney said.

Supply Chain Leader Spotlight

Ivana Drahotuski, Administrative Director of Procurement, MMIS and Business Intelligence for Adventist Health

 Ivana Drahotuski serves as the administrative director overseeing business intelligence, material management information system (MMIS) and procurement for Adventist Health. She leads 35 professionals structured in four different teams.

What’s a recent or current project or initiative that you’ve been excited to work on?

We successfully integrated three new hospitals into our supply chain and materials management information standards. This process involved understanding their business models, purchasing patterns, and aligning them with ours. Additionally, we identified cost-savings and operational improvement opportunities during the integration that resulted in supply expense reductions for all organizations.

In our near future, we are converting our 27 hospitals from our current ERP to Oracle Cloud. I’m excited about designing our future-state infrastructure processes with new technology while collaborating with our partners and our core team through that ideation phase. I enjoy tackling complex challenges and finding straightforward solutions – solutions that are easy for our end users to adopt and implement into their daily operations

Tell us a little bit about the teams you lead. What’s unique?

I’m extremely proud of my team, which represents a diverse mix of

generations, from Baby Boomers to Gen Z, with each member bringing unique experiences and perspectives. I expect them to approach every business challenge with an open mind, leveraging

both their expertise and technology to deliver results.

As a shared service supporting over 250 supply chain professionals and numerous clinicians, we must remain agile and consistently

Ivana Drahotuski

deliver an exceptional customer service experience.

How do you measure your collective success beyond just cost savings?

Driving impact on the financial bottom lines is always the key focus for every supply chain executive, so identifying and implementing those cost savings initiatives remains our top priority, but there are several critical KPIs that help us measure our supply chain organization success through the lens of prioritizing the patient outcome.

First, patient care impact is extremely important for us –product availability, quality of products, and timely delivery of supplies is our top priority.

With operational efficiency, we want to make sure we optimize our inventory and always have high responsiveness.

Supply chain resilience is another important factor. By resilience, I’m specifically referring to supplier performance and their ability to effectively support us. Making sure they have access to critical supplies, and they are also able to adapt to changing needs without compromising services. Our suppliers are a big part of our success. Customer service. We pride ourselves in responding to any question or system issue within 24 hours. The urgent requests are solved, within one or two hours.

Another focus is technology and innovation adoption. Technology evolves rapidly and we need to stay current and adopt what’s necessary to effectively support our customers.

Finally, team performance. KPIs are the measure of our performance. We monitor them

monthly and address gaps quickly, which helps us be a high performer within our organization.

As a leader, how do you try to anticipate and navigate disruptions?

Change is a constant in supply chain, and my teams must stay agile to adapt.

Diversity in healthcare supply chain workforce has improved in the past decade. I strongly believe that diversity significantly enhances team performance and ideation by fostering a broader range of ideas and innovative solutions.

Equity ensures all members feel valued and empowered to

My focus is on cultivating a team of highly skilled professionals who have a clear understanding of our operating model, including key processes and accountabilities, and equipping them with the technology to empower them to work both efficiently and strategically.

I’m deeply committed to a holistic approach in optimizing supply chain operations. My focus is on cultivating a team of highly skilled professionals who have a clear understanding of our operating model, including key processes and accountabilities, and equipping them with the technology to empower them to work both efficiently and strategically.

This alignment of the right talent, well defined processes, and adequate technology positions us for sustained high performance across the organization and quick response to internal and external disruptions.

When it comes to diversity in the U.S. healthcare supply chain workforce, has the industry improved since you started your career? If so, in what ways? And how can we improve?

contribute, which boosts engagement and morale.

What’s the best piece of advice you ever received?

Be curious and explore. My background wasn’t in supply chain; I entered this field over 20 years ago, driven by curiosity. I was amazed at how intricate and vast the supply chain puzzle is, offering many directions for professional growth. It can be overwhelming at times, like in any business, due to the many moving parts and market pressures from all sides (internal and external). However, I believe that staying curious and being willing to explore and try new strategies is key to moving forward.

Don’t fear making mistakes –they are part of growth.

Don’t let setbacks discourage you – view them as challenges and keep pushing forward.

Supply Chain Leader Spotlight

Andrea Poulopoulos, Senior Vice President, Supply Chain, Corewell Health

 As the senior vice president of supply chain for Corewell Health, Andrea Poulopoulos and her team are responsible for managing nearly $4 billion in total spend across both the direct and indirect continuum. In addition to sourcing and contracting supply chain operations, Poulopoulos also leads sustainability, supplier diversity and supplier related or material related resiliency.

What are some recent or current projects you’ve been excited to work on?

Corewell Health’s integration over the last two years. We have worked incredibly hard throughout that time to streamline

operations across our legacy organizations, as well as leverage our spend and supplier contracts in a way that allows us to maximize value. While we were an early adopter from a supply chain perspective in working through

the challenges of the integration and standing up what is now Corewell Health, some of that work continues to linger, and likely will for years to come. In terms of future projects, we will be opening a new automated Consolidated Service Center (CSC) in Q3 of 2026 that will support all of Corewell Health. Currently we have distribution centers on both sides of the state of Michigan. Our future state CSC will essentially reduce that footprint down to one 300,000-square-foot facility. We’re looking to automate processes that drive efficiency while ensuring our operational team members can focus on the stuff that really matters.

What has it been like planning and preparing for the CSC, especially with so many marketplace disruptions?

First and foremost, we have a labor scarcity issue. We continue to work diligently to recruit team members to take on the roles of those needed within our CSCs or current state distribution centers, but it’s tough, frankly, to find potential team members that are interested in doing the work. The automation will allow us to reduce our reliance on

Andrea Poulopoulos

more conventional labor and create opportunities for us to redirect the talents of those team members to what would be considered more impactful work for the organization. As we think about what we will inventory in our CSC, we are finding ourselves in this position of taking a step back and evaluating criticality, as well as shortage related data, that we have available to ensure that we are stocking some of these risk materials or medical supplies to a greater extent with a more thoughtful strategy than what we have traditionally. This will, in turn, mitigate many of the backorder challenges that we currently face due to a reliance on suppliers and their distribution networks. Our future CSC will create an opportunity for us to sit in the driver’s seat and empower supply chain team members to make decisions that we haven’t been able to historically.

What makes your supply chain team tick? How do you measure success beyond just numbers?

We have an incredibly talented, dedicated team across the state of Michigan. The integration of Corewell Health has allowed us an opportunity to expand our school of thought, perspectives, and ideas and come together to determine what is best for Corewell Health. We’ve been able to ask, “what do we need to do” or “where is there the need for alignment” to ensure that we’re positioned well for the future. The team is comprised of individuals that have shown a willingness and an excitement to look beyond what was considered the norm and be flexible and open to change.

We are obviously focused on numbers as a supply chain team. But in addition to savings

and ensuring that we are bringing value back to the organization through cost avoidance or reduction in expenses year over year, we also have a robust scorecard of metrics that we track across the continuum. Each is indicative of a specific area that we deem critical to the organization. Product standardization is one example. Our sustainability related goals, supplier performance management, and supplier diversity are others. We have developed an approach that allows us to both celebrate the soft wins, but also the opportunity to reference quantitative objective metrics to help us understand how

leaders and supply chain focused third parties has helped to ensure that I am staying abreast of what may come our way. It’s important to leverage lessons learned from those that have already faced the same challenges and are willing to share their experiences to ensure others don’t make the same missteps.

Secondly, we also work alongside our GPO, Vizient, and consider them a partner and extension of the supply chain team. Vizient does an excellent job in ensuring that we’re staying in front of what may come in terms of challenges and mitigating them appropriately in advance.

Maintaining relationships with other health system supply chain leaders and supply chain focused third parties has helped to ensure that I am staying abreast of what may come our way.

we’re trending and further celebrate those wins as we continue to make progress.

Looking at the headlines in recent years – inflation, global disruptors, shipping issues, cyber security, etc. –how do you try to anticipate and prepare your team for those uncertainties?

There are two levers that I often pull. One is maintaining a network across the healthcare supply chain. Each of us faces very similar challenges day to day, but there are also instances in which there are unique challenges or hurdles which the trickle-down hasn’t yet occurred.

Maintaining relationships with other health system supply chain

What is the best piece of advice you’ve received in your career?

Your team is your superpower. Moving into this role and having the opportunity to be responsible for supply chain at Corewell Health has only further confirmed the fact that having the right people in the right seats who are dedicated and truly focused on the mission, vision, and values of the organization is what is necessary to be successful. My success is dependent on their success; in that we have to work as a team rooted in trust to be able to accomplish all that we have ahead of us. The challenges that we’re currently facing are certainly not going to be in our rear-view window anytime soon.

Protecting Your Vision

Yearly visits to the optometrist promote healthy eyes and vision.

 In a world of cutting-edge technology and increasing screen time, a focus on eye and vision health has become more important than ever. The American Optometric Association (AOA), one of the leading organizations advocating for visual health throughout the U.S., recognizes Save Your Vision Month annually in March to recognize that visiting a vision care provider each year is an integral component to one’s overall health.

Regular optometric visits ensure that the eyes stay healthy, according to the AOA. Doctors of Optometry have extensive knowledge and training to diagnose, treat, and manage ocular disorders, diseases and injuries, and can catch systemic diseases that often manifest in the eye early.

“Our eyes provide a window into our overall health and well-being,” said Dr. Steven Reed, American Optometric Association President. “That’s why annual, in-person comprehensive eye exams are one of the

most important preventive ways to preserve vision – allowing optometrists to detect more than 270 systemic conditions ranging from diabetes and brain tumors to STDs, high blood pressure, autoimmune diseases and even certain kinds of cancer.”

Preventing eye disease

The most frequent eye and visionrelated issues that optometrists see in patients include eye pain or irritation, blurred vision, light sensitivity, spots or floaters, red eyes, dry eyes, excess tearing and watery eyes.

“People may not realize that health problems affecting other parts of the body can also affect their vision. Patients with diabetes or hypertension (high blood pressure), or individuals taking medications that have eye-related side effects are at greatest risk for developing vision problems,” said Dr. Reed. “In fact, every day, we examine asymptomatic patients who come in for eye exams, only to then diagnose them with serious eye and health issues.”

Certain eye diseases and conditions may cause a patient visual impairment. Anyone with uncorrectable, reduced vision is considered visually impaired, according to the AOA. Challenges associated with visual impairment include difficulty or inability to perform daily tasks such as driving and navigating, reduced facial recognition, decreased independence, and significant impact on quality of life.

“Refractive errors, including myopia (nearsightedness), hyperopia (farsightedness), astigmatism (distorted vision at all distances), and presbyopia (loss of the ability

to focus up close), are the most common cause of vision impairment,” said Dr. Reed.

Approximately 12 million people 40 years and over in the U.S. have vision impairment, according to the Centers for Disease Control and Prevention (CDC). The CDC predicts that this statistic will more than double by 2050.

Treatment and prevention of eye diseases

Vision and eye problems are increasing as the U.S. population ages, according to the CDC. It’s estimated that 90 million Americans over age 40 have some type of vision or eye-related issue, which is more than 3 in 5 people.

“Wise lifestyle choices such as following a healthy diet, avoiding smoking and getting regular exercise also can significantly improve your chances of maintaining good eye health and vision,” said Dr. Reed.

To maintain visual health, the CDC recommends having an annual comprehensive eye exam, wearing protective eye wear when needed (i.e. sports, workplace), wearing sunglasses, and cleaning hands and contact lenses properly before touching the eyes.

Giving the eyes rest is also important, as the time spent looking at screens for the average American has significantly increased. We reside in a techdriven world where 77% of Americans prioritize having the latest gadgets, according to the AOA. Spending considerable amounts of time focusing on one thing, such as a computer or tablet, can cause eye strain and fatigue. The CDC recommends the 20-20-20 rule to prevent eye

strain: Every 20 minutes, look away about 20 feet in front of you for 20 seconds.

The future of visual health

The AOA advocates to educate the public about the profession of optometry and encourages Americans to receive ophthalmic care annually.

Aspiring optometrists have numerous practice options, such as working with a group or independent practice, a corporate/ retail practice, HMOs, and more. In addition to clinical training, optometrists participate in ongoing education to stay up to date on the latest standards of care.

The AOA also focuses on public health initiatives, launching the Eye Deserve More campaign in 2021 aimed at reinforcing the importance of annual, in-person eye exams. The campaign educates the public on the essential, primary care provided by optometrists across the U.S., asserting that in-person optometric visits provide more thorough examinations, expert analysis, and personalized care than other options.

Other initiatives that the AOA takes to support visual health awareness includes the National Pediatric Eye Health and Vision Mobilization, which advocates for federal policies and programs

Giving the eyes rest is also important, as the time spent looking at screens for the average American has significantly increased. The CDC recommends the 20-20-20 rule to prevent eye strain: Every 20 minutes, look away about 20 feet in front of you for 20 seconds.

“Many optometrists participate in post-graduate clinical residency programs to specialize in family practice optometry, pediatric optometry, vision rehabilitation, vision therapy, contact lenses, hospital-based optometry, primary care optometry or ocular disease,” said Dr. Reed. “Curriculums and continuing education are updated regularly to reflect technological advances in the field of optometry, including laser and minor surgical techniques, prescriptive medications and other medical treatments related to eye diseases and disorders, said Dr. Reed.

that ensure children’s eye care; the Future Practice Initiative, which financially supports states across the nation in advancing their scope of practice; The Myopia Collective, which recognizes a new standard of care for children with myopia, and more.

“As the leaders in primary eye health care, the AOA fights to ensure Americans are properly informed about the importance of eye health and its connection to overall health,” said Dr. Reed. “Yearly exams are essential, as eye health and vision problems may develop without any obvious signs or symptoms.”

Kidney Health

The importance of recognizing potential risk factors for kidney disease and treating kidney disease early.

 Nearly one in seven adults in the U.S. have chronic kidney disease (CKD), and about 90% of those with CKD are unaware that they have it, according to the National Kidney Foundation (NKF). Without the normal fluid and electrolyte balance maintained by the body’s kidneys and urinary system, the brain, heart, nerves, muscles, and other tissues would not function properly.

“The kidneys play a crucial role in maintaining overall health. The NKF is working to increase public awareness of kidney health,” said Dr. Joseph A. Vassalotti, Chief Medical Officer, National Kidney Foundation. “The kidneys have a blood purification function, acting like a filter to remove metabolic wastes from protein metabolism and eliminate extra fluids and sodium to maintain health.”

The kidneys are two fistshaped organs below the rib cage that work to remove waste and extra fluid from the body, maintaining a healthy balance of water, salts, and minerals in the blood, according to the National Institutes of Health (NIH).

There are often no noticeable symptoms of early kidney disease, according to NKF. For this reason, kidney disease may develop undetected until it is very advanced, when a patient may need dialysis (treatment that removes waste and extra fluid from the blood) or a kidney transplant. Regular testing for kidney disease is important for everyone, but especially for those at an increased risk of kidney disease.

“In a 1970 song, singersongwriter Joni Mitchell sang, “Don’t it always seem to go that you don’t know what you’ve got till it’s gone”– unfortunately this is a question that could be asked of many Americans living with kidney failure,” said Dr. Vassalotti. “NKF describes the kidneys as ‘the master chemists of the human body.’”

Healthy kidneys, healthy life

Healthy kidneys remove waste products from the body, help maintain blood pressure, keep

Kidney disease may lead to life-threatening health complications including kidney failure, heart disease and stroke, high blood pressure, elevated levels of potassium in the blood, anemia, and mineral and bone disorders.

the bones healthy, help make red blood cells, and balance important minerals. When this internal balance is disrupted, it can lead to kidney issues.

“Important functions of the kidneys also include producing a hormone called erythropoietin that stimulates the bone marrow to produce red blood cells and an enzyme to activate vitamin D to maintain bone health,” said Dr. Vassalotti. “The kidneys additionally have a buffering function to balance the acid-base level to the optimal pH for health.”

Nearly 33% of adults in the U.S. are at risk of developing kidney disease, according to NKF. Kidney disease may lead to lifethreatening health complications including kidney failure, heart disease and stroke, high blood pressure, elevated levels of potassium in the blood, anemia, and mineral and bone disorders.

In addition to diabetes, high blood pressure and heart disease, other risk factors also include being aged 60 or older, having a family history of kidney disease, prior acute kidney injury or sudden loss of kidney function, chronic urinary tract infections, certain autoimmune disorders, recurrent kidney stones, prolonged overuse of NSAIDs (painkillers like ibuprofen and naproxen), and inherited disorders of the kidney and urinary tract.

“The main treatments for kidney failure include hemodialysis, peritoneal dialysis and kidney transplant,” said Dr. Vassalotti. “Hemodialysis can be done at a clinic or at home, whereas peritoneal dialysis is generally performed at home. Home treatments are generally more patient centric and allow more individualized lifestyle flexibility.”

A kidney transplant is an operation for the treatment of kidney disease that places a healthy kidney from another person into a patient’s body. The kidney may come from someone who has died or from a living donor, such as a spouse, other relative, friend or a non-directed donor (who donates a kidney to anyone in need of a transplant).

“Getting a kidney from a living donor has lots of benefits for the person who needs a transplant, called the recipient,” said Dr. Vassalotti. “A kidney transplant is a treatment, not a cure, and it is important to note that care for the kidney transplant almost always requires immune suppressing medications that require lifelong monitoring to balance the benefit of preventing kidney transplant rejection with risks of developing side effects and infections. That noted, in general, for eligible patients, kidney transplant offers a better quality of life

and longer survival compared to dialysis treatments.”

Preventing urinary system disease

Early detection of kidney disease through testing is critically important, because by the time symptoms of CKD appear, the disease is often advanced. Those at risk should have testing to detect kidney problems before symptoms develop. The symptoms that can be related to kidney problems are new or worsening symptoms of fatigue, painful urination,

“There are three levels of kidney disease prevention. Primary prevention reduces new onset kidney disease by treating risk factors like diabetes and high blood pressure,” said Dr. Vassalotti. “Secondary prevention reduces worsening of kidney disease and heart disease and other complications in those who already have kidney disease. Tertiary prevention improves outcomes in those with kidney failure by improving care such as improved vaccinations or optimal dialysis delivery.”

There are steps that everyone can take to be proactive about their kidney health, which includes exercising regularly, controlling weight, following a balanced diet, not smoking, drinking only in moderation, staying hydrated, and knowing your family’s medical history to get tested early if needed and to prevent the onset of kidney disease.

increased thirst, increased need to urinate, nausea, trouble concentrating, puffy eyes, swollen face, hands, abdomen, ankles, and feet, and others. These symptoms are not specific to kidney disease, and many of them have other potential causes, further emphasizing the importance of testing.

People living with kidney disease should ensure that they lower high blood pressure, manage blood sugar levels, reduce salt intake, avoid prolonged use of non-steroidal anti-inflammatory painkillers, eat a healthy diet, and get an annual COVID and flu shot, according to the NKF.

Early detection of kidney disease includes blood and urine testing for people with high-risk conditions. These patients should be tested for high blood pressure, urine albumin-to-creatinine ratio (uACR) (test for a type of protein that is a sign of early kidney disease), and estimated glomerular filtration rate blood test (test for how well the kidneys are filtering the blood).

“Golden

Rules” for kidney health

There are eight ‘Golden Rules’ for the promotion of good kidney health, according to World

Kidney Day, which includes maintaining a healthy diet, adequate hydration, engaging in physical activity, blood pressure and glucose monitoring and control, avoiding tobacco smoking, avoiding prolonged use of NSAIDs, and targeted kidney disease testing for those with risk factors.

“The mission of the NKF is to revolutionize the fight against kidney disease by eliminating preventable cases and ensuring dignity for all patients, which includes promoting awareness of kidney disease,” said Dr. Vassalotti.

The ‘Kidney Risk Quiz’ is a tool through the NKF website that helps patients by surveying them about health history, habits, and conditions in order to assess their own, or someone else’s, risk for kidney disease.

There are steps that everyone can take to be proactive about their kidney health, which includes exercising regularly, controlling weight, following a balanced diet, not smoking, drinking only in moderation, staying hydrated, and knowing your family’s medical history to get tested early if needed and to prevent the onset of kidney disease.

“Incorporating healthy and tasty food, active living, and adequate sleep into one’s routine are all important elements to promote health, to prevent obesity, and to reduce the risk for Type-2 diabetes, hypertension, and ultimately kidney and heart disease,” said Dr. Vassalotti. “Looking ahead, the NKF is committed to expanding our reach and impact. We are launching programs that address health disparities in kidney care to ensure equitable access to testing and treatment for all.”

Industry News

CDC estimates at least 24 million have had seasonal flu; schools in several states temporarily close

At least 24 million people have had seasonal flu this season, according to estimates from the Centers for Disease Control and Prevention and the American Hospital Association at press time. Nearly 49,000 patients were admitted to hospitals with the flu for the week ending Feb. 1. Emergency department visits due to the flu remain classified as “very high” and “increasing,” the agency said. ED visits for COVID-19 are “low” and “decreasing,” while visits for respiratory syncytial virus are “moderate” and “decreasing.” Overall respiratory illness activity causing people to seek health care is “very high.

As of mid-February, schools across the United States were being forced to close due to surges of influenza and other seasonal illnesses. As the 2024–2025 flu season rages on with no peak yet in sight, many school systems are overwhelmed with sick students and staff members. A swath of schools and even entire school districts have announced closures in at least 10 states. These include Texas, Ohio, Oklahoma, Georgia, Virginia, and Tennessee, among others, according to TODAY. Some schools are canceling classes entirely, while others pivot to remote learning due to widespread illness. However, unlike during the COVID-19 pandemic, school closures are short-lived, with most lasting only a few days.

Midmark earns gold-level recognition for wellness program

Midmark Corp. has received gold-level recognition from the Healthy Business Council of Ohio (HBCO) for its wellness program. The Healthy Worksite Recognition honors Ohio employers who demonstrate a commitment to employee wellness through comprehensive worksite health promotion and wellness programs. Applicants are scored on the extent their wellness programs facilitate and encourage employee health, enhance productivity and ensure a healthy work environment. All applications were reviewed and evaluated using objective criteria to award either Bronze, Silver, Gold or Platinum status, in addition to an entrylevel tier of “Recognition.”

The company was also named one of 23 organizations in Ohio to receive the HBCO Cancer Screening Excellence Award. This award is given to organizations that demonstrate a commitment to cancer screening.

“At Midmark, we recognize that supporting the physical and mental health of our teammates and their families is essential to creating a thriving workplace,” said Aaron Guggenbiller, senior director of human resources. “Our teammate-led wellness committee plays a vital role in shaping a program built on a strong foundation of education – one that continues to evolve through teammate engagement, feedback and new initiatives that foster a culture of health and well-being.”

“I’m incredibly proud that our commitment to teammate health and safety is deeply woven into our culture,” said Jared Pottkotter, director, compensation and benefits. “Our wellness program goes beyond policies and benefits – it’s about creating an environment where teammates feel valued, supported and empowered to take charge of their well-being. Through education, engagement and meaningful resources, we strive to make health and wellness an integral part of daily life at Midmark.”

The Midmark headquarters in Versailles, Ohio, maintains an onsite wellness center staffed by a nurse and offers flu shots, mammograms, vascular and skin screenings, blood pressure and other wellness checks throughout the year. The company also offers weekly onsite massage sessions, outdoor walking paths and fitness center spaces for group and individual workouts.

Brewer Company unveils new brand identity to reflect innovation, quality, and patient-centric design

Brewer Company has announced the launch of its new brand identity. This rebranding reflects Brewer’s evolution as a company and its continued commitment to innovation, quality, and improving the patient and clinician experience in healthcare.

The refreshed brand embodies Brewer’s dedication to exceeding expectations for safety, performance, versatility, and durability across its product lines. With a bold yet approachable design, the new identity represents the company’s deep commitment to supporting providers and patients alike through innovative, ergonomic solutions.

Baxter announces CEO retirement and appointment of COO

Baxter International Inc. announced that José (Joe) E. Almeida, chair, president and chief executive officer (CEO), will retire from his executive roles with the company,

effective immediately. He will serve in an advisory capacity through Oct. 31, 2025.

The Baxter Board of Directors has appointed lead independent director Brent Shafer as chair and interim CEO and has initiated a search for a permanent CEO with the assistance of a leading search firm. The Board will evaluate external and internal candidates. In conjunction with his appointment, Brent Shafer is stepping down from his role as lead independent director. Baxter director Nancy Schlichting will assume the role of lead independent director.

Mr. Almeida assumed his roles at the company in January

2016, following more than three decades of distinguished contributions to the healthcare industry. Under his leadership, Baxter meaningfully evolved its strategic positioning, reorienting the company toward higher-growth end-markets. This strategic shift has most recently centered on the simplification of the business through the divestment of certain non-core assets and the implementation of a new operating model to accelerate innovation and deliver value. During Mr. Almeida’s tenure, the company has also been widely recognized as a socially responsible and sustainable business and as an employer of choice.

Henry Schein Chairman and CEO Stanley M. Bergman receives National Association of Wholesaler-Distributors

Dirk Van Dongen Lifetime Achievement Award

Henry Schein, Inc. announced that Stanley M. Bergman, Chairman of the Board and Chief Executive Officer, received the National Association of Wholesaler-Distributors (NAW) Dirk Van Dongen Lifetime Achievement Award.

The recognition pays tribute to individuals who have continually exemplified leadership, service, and engagement with NAW and the distribution community over many years. Mr. Bergman received the award at the 2025 NAW Executive Summit Gala on January 28 in Washington, D.C.

NAW is a trade association representing the $8.2 trillion wholesale distribution industry. More than 6 million workers are employed in the wholesale distribution industry throughout the United States, accounting for one-third of the U.S. GDP. 35,000 wholesale distribution companies operate in nearly 150,000 places of business across North America, including all 50 states.

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1. Baxter Data on File. Baxter, Spot Vital Signs, and Welch Allyn are trademarks of Baxter International Inc. or its subsidiaries. US-FLC45-250013 (v1.0) 02/2025