Repertoire November 2024

The Team Up

How distributor reps can make the most of their equipment conversations with customers by utilizing industry partners.

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Sniff Spike Streppy Flora

The Team Up

How distributor reps can make the most of their equipment conversations with customers by utilizing industry partners. ` p. 18

the Numbers 40 Lead the Way Why physician leadership training is essential for the successful delivery of healthcare.

42 Navigating the Physician Shortage

A recent survey examined some of the reasons behind a projected physician deficit. ` IDN INSIGHTS 44 Supply Chain Leader Spotlight

Adrienne Ainsworth, Vice President Strategic Sourcing, Advocate Health 47 Supply Chain Leader Spotlight

Dallas Brummell, Chief Operating Officer, Capital Division Supply Chain HealthTrust Supply Chain 50 Facing Healthcare Challenges Headfirst Supply chain leaders discuss major challenges issues facing the various stakeholders in today’s healthcare market.

52 IDN News

Gathers

Unforgettable Experiences What the mouse can teach us about customer service.

Bill Barefoot: A Friend to All Bill Barefoot was an encouraging presence to customers, colleagues –and even competitors – in his years as a med/surg rep in Western Pennsylvania.

CURE

Navigating the Care Continuum with Cigna

A Time to Be Thankful

As we approach Thanksgiving, it’s important to pause and reflect on what truly matters. The past few months have been a reminder of both the challenges we face and the strength we find in each other. The devastation caused by the recent hurricanes displaced countless families, leaving many without homes or basic necessities. And yet, through these hardships, we’ve witnessed something extraordinary: communities rallying together, neighbors helping neighbors, and people showing up for one another in ways that inspire hope.

In times of crisis, we see the best of humanity emerge. Volunteers have worked tirelessly, shelters have opened their doors, and resources have been shared generously. It’s moments like these that highlight the importance of being grateful – not only for what we have but also for the people around us who make life meaningful.

This spirit of gratitude feels especially fitting as we enter the Thanksgiving season. It’s a time to take a step back from our busy routines and reflect on the blessings in our lives. For many of us, this starts with being thankful for our families and friends – those who offer love, encouragement, and a sense of belonging.

We are also fortunate to have careers that make a difference. As sales reps in medical distribution, your work is essential to keeping healthcare facilities stocked and ready to serve patients. What you do matters –every product you deliver, every problem you solve, and every relationship you nurture plays a role in helping providers care for their patients, especially in times of heightened need.

Thanksgiving is also a chance to reflect on our personal and professional journeys. Each of us faces challenges along the way, but we also encounter moments of growth and achievement. It’s easy to get caught up in what we lack or what lies ahead, but taking time to appreciate what we have already accomplished – individually and together – helps us stay grounded and motivated.

As we gather with loved ones this Thanksgiving, let’s carry forward the spirit of gratitude and community we’ve witnessed in recent months. Let’s give thanks for the friends, families, and colleagues who enrich our lives. Let’s be grateful for the work that gives us purpose and the opportunities that lie ahead. And most of all, let’s remember the importance of taking care of one another – not just in times of crisis, but every day. Thank you for all you do, not just during the busy season but throughout the year. Your commitment to service makes a lasting difference. May this Thanksgiving bring you peace, joy, and a renewed sense of gratitude.

Happy Thanksgiving!

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

senior sales executive Amy Cochran acochran@sharemovingmedia.com (800) 536.5312 x5279

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

founder Brian Taylor btaylor@sharemovingmedia.com

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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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Superior Medical Equipment

Advancing the cause of physical therapy.

By Pete Mercer

 SME, Inc. USA (Superior Medical Equipment) is a leading distributor of physical therapy products and equipment in the United States. Repertoire Magazine recently spoke to David Rouen III, COO and Dharma Leggat, Director of Client Success, about the history of the company, building client relationships, and what it takes to be successful in the industry.

Back to the beginning

SME was founded in a small Baltimore apartment in 1992 as a provider for CPM (Continuous Passive Movement) services throughout Maryland. The founder, David Rouen Jr. received referrals from area orthopedic practitioners and would deliver, instruct, and train patients on these units in their home. The exposure of working with a patient immediately out of surgery and following their rehab journey provided the knowledge and foundation for Rouen Jr. to make the most of two soon to be opportunities.

First, the creation of a consignment closet for orthopedic practices which removed the distraction for offices of maintaining and billing for braces and splints; allowing the practices to focus strictly on their orthopedic mission.

Second, was selling rehab supplies and equipment to physical therapy and rehabilitation clinics. As both opportunities began to grow, it did not take long before products overtook the small apartment. Rouen III said “our apartment started to look like a warehouse. We stored supplies in our closets, under our beds, and in our living room.”

As both businesses continued to grow, SME moved their operation into a house and then, ultimately, moved into their new headquarters in Wilmington, North Carolina. Today, SME serves thousands of clients across the country including Alaska and Hawaii.

SME’s rapid growth can be attributed to a servant-minded culture that works with clients as consultative partners by providing an educated perspective on

the needs of the modern physical therapist. According to Leggat, the SME team is a group of professionals that have taken the time to learn the foundations of the industry, allowing them to provide fiduciary advice to the clients on all sorts of levels.

He said, “SME’s mission goes further than just being a distributor – we want to show up as a valuable partner in terms of education. Offering the newest, latest, greatest, and cutting-edge products in the field for our clients.”

Going beyond a client-first experience

One of the many ways that SME is trying to differentiate itself from the competition is their relationship with the client. In fact, Rouen’s team no longer uses the word “customer;” opting instead for ‘client’, which is just one way that they are approaching their service differently.

David Rouen III reached out to Dharma Leggat, who previously worked for Bergdorf Goodman in New York City, with the intention of bringing the

high-end retail mindset to physical therapy distribution. After several brainstorming discussions, Leggat joined the SME team in 2022.

“The first thing Dharma said is, ‘Number one, we’re banning the word customer. It’s client. Number two, we need to create an experience for these clients. We’re not just in a transactional relationship here. We need to make it a nurturing and fostering relationship, which will create an immersive experience.’”

For Leggat, the difference between a customer and a client is that the customer is often just a transaction – they may have purchased something, but there’s no real relationship there. He said, “With a client, you’re treating them as a friend and fiduciary, taking the onus upon yourself for their well-being to be better. You want their business, their personal lives, their marriage, their relationships with their kids to be better. Period.”

Building effective teams

Culture is crucial to the success and health of a company. Rouen

Dharma Leggat, Director of Client Success David Rouen III, COO

likens the culture of the team at SME to a tight-knit, family dynamic. Everyone spends time with each other outside of the work schedule whether it’s going to the movies, the range, or a local restaurant.

“It’s really interesting when you take your stereotypical American work culture and compare it to other cultures around the world,” Leggat said. “It’s not every company, but a lot of companies are anti-fraternization. Whereas in a country like Japan, it’s almost frowned upon not to participate in that outside-of-work culture because that’s bonding time where you’re creating trust and rapport with your team.”

Team. They learn the foundation of our company, how we interact with our clients, our expectations, and we promote from within. Everyone on our sales, operations, and administrative teams have spent at least one year in our Client Support Team to better understand how we work with our clients.”

Throughout this process, SME begins to incorporate tasks from other departments of the company to guide new hires into future roles and responsibilities.

For example, SME’s “Strike Team” works on constantly evolving objectives – things like targeted outreach to clients on different touchpoints that are centered on making personal

“ Outside of specialty roles, like warehouse and marketing, everyone started on our Customer Service Team, which we now call our Client Support Team. Everyone goes through the Client Support Team. They learn the foundation of our company, how we interact with our clients, our expectations, and we promote from within.”

Part of the reason for the successful culture at SME is the way they hire their team members. Any external hires come in and start in the same role, creating an environment where that tight-knit family feeling can develop.

“Outside of specialty roles, like warehouse and marketing, everyone started on our Customer Service Team, which we now call our Client Support Team,” Rouen said. “Everyone goes through the Client Support

connections. Essentially, this team is working as a concierge service by engaging with clients on a one-to-one level, which will only come from the experience of working on the Client Support Team.

“It’s a combination of sales and high-level customer service. They operate somewhere in the middle. They can do highlevel sales outreach, but they also do touch points. We’re not order takers here – we want to be a resource and an advocate,” Rouen said.

Partnering with the Foundation for Physical Therapy Research

In January 2024, SME became a “Partner in Research” to the Foundation for Physical Therapy Research – the research funding organization of the APTA.

The Foundation for Physical Therapy Research, now in its 45th year, has funded more than $23M in grants, research, and scholarships to over 700 physical therapy researchers.

In addition to being a “Partner in Research,” SME donates a percentage of select sales to the foundation on a quarterly basis. Rouen said, “It’s so amazing to be a part of this amazing organization dedicated to growing the evidence-base for physical therapy and, as a company, we’re committed to helping shape the future of physical therapy for the professionals and patients alike.”

In July 2024, Rouen was elected to the Foundation’s Board of Trustees and has been assigned to the “Philanthropy Committee” alongside Barbara Connolly, PT, DPT, EdD, FAPTA and Marilyn Moffat, PT, DPT, PhD, DSC (HON), CEEAA, FAPTA.

“I was incredibly honored to be considered for this board position and to have the opportunity to work alongside some of the greatest minds in physical therapy. I am so excited to learn from my amazing peers and to be able to help the foundation in any way I can.”

SME’s involvement with the Foundation for Physical Therapy Research is just another example of their desire to go above and beyond what most would expect of a distributor.

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Top Immunoassay Tests

Are your customers using them?

 The capital equipment introduction process for new non-waived customers has followed a predictable pattern for many years. We have often started with hematology since the “one-button wonder” is easy to use and train, provides the same test result time after time and has high clinical utility for several disease states. We usually followed that with automated chemistry instruments since the assays are familiar to the practicing physician and the number of tests sent out is usually high. Think CMP, BMP and A1C.

Immunoassay (IA) systems usually were a somewhat distant third place. We usually sold it to our larger multi-specialty practices once they were satisfied with the core lab equipment we had already sold them. And then, we typically sold IA as a specialty testing system for tumor markers, cardiac assays or reproductive assays. I was thinking about this process and product positioning recently and have concluded that we may have been missing the boat by not introducing it sooner and by not positioning it as a large menu system, just as we typically do for chemistry systems. Let’s think about this together for a moment and let me explain my reasoning.

Why was immunoassay our third product offering “back in the day”? For those of us who have been in the lab business for a number of years, there are several reasons and some painful lessons learned along the way. Early systems were very slow with throughput – less than 25 tests per hour. They were typically batch systems so there was no way to get a result during the patient visit.

This situation resulted in multiple dedicated specialty test menu systems (cardiac, hemoglobin

A1c/diabetes and thyroid) entering the market. These smaller systems were typically better suited to the physician market with smaller reagent pack sizes and simpler to use and train systems. Some of the earlier IA systems had fairly high levels of waste since they were originally designed for hospital use and their reagent containers were sized for the typically higher volume of the hospital market.

Since they were usually spin offs of hospital systems, they were not often easy to train. Manufacturers often were reluctant to train to the level of the physician office market, except in high volume specialty practices, such as endocrinology, cardiac or reproductive.

At the same time, many of the early IA systems also had a limited number of tests in their menu,

By Jim Poggi, Principal,

which limited their applicability for our typical practice. Then there was the awkward surprise that some methods (I am thinking of PSA in particular) had more than one reference standard and we had a difficult time explaining “why the system you sold me does not match the results I am getting from the hospital lab”. What would you think if I told you that these concerns are a thing of the past and it’s time to re-think our approach to selling IA? Well, that’s exactly the message of this column.

Today’s market

Fast forward to 2024 and the typical full menu but compact IA system has conquered all these market difficulties. No longer are we dealing with systems intended for a higher volume market from manufacturers who would just as soon not set foot in a physician office practice. Many of these systems have been optimized for footprint, test menu, ease of training and performance, which makes them a suitable solution for a medium- to large-sized physician practice looking for a general menu IA system.

Waste is a thing of the past for the properly qualified customer,

Tested Insights

EMR connectivity is a given and menus of 50 tests or more and throughputs of 100 tests or more per hour hit the sweet spot of so many of our multiple specialty practices. As far as clinical utility goes, some of these sophisticated-buteasy-to-use systems offer up to 10 assays from the top 25 listed of the most commonly performed Clinical Lab Fee Schedule tests. And, as these tests have evolved, companion assays have become available for many disease states which takes them from routine screening to broader clinical applications.

For instance, PSA testing now has companion free PSA tests as well as some calculated “prostate health” tests based on these assays and others. Anemia also offers multiple assays for Vitamin B12 and folate. Thyroids are the last specific example I will point to, but newer IA systems offer no fewer than seven different but complementary thyroid assays. General screening, risk-based screening and follow up for many thyroid patients can be performed on a single system with the appropriate tests and confidence in results.

As a result, in my opinion, the market for newer generation

immunoassay systems has grown along with their advancements in menu and ease of use. I would have no hesitation presenting this solution to a larger internal medicine of multi-specialty practice as a go to single system for multiple disease states.

Would I personally present it before automated chemistry? For the right customer, definitely. It would depend on which diseases they see most often, how sophisticated their understanding of the appropriate tests is, and their current send out or test in house solution. There is a lot to say here and a lot of value to sell.

IA test list

The list of test menus and disease states has been mentioned before, but here is a more comprehensive listing for your reference.

` Tumor markers

` Diabetes/A1C

` Bone metabolism

` Anemia

` Thyroid

` Reproductive

` Infectious diseases

A list of some of the more common IA tests, their CPT code

information and clinical applicability is below. See the September Physician Office Lab column for more information specific to tumor marker assays.

Have you seen enough to consider making a change in how you view immunoassay testing and which customers are good candidates? I hope so. If you have, make a commitment to learn more. Contact your local trusted lab manufacturer and ask them to provide you with more information for your learning and to prepare you for your next customer conversations. Set up work and engage with your prospects to show them that immunoassay testing has come a LONG way since the last time they considered it. And, by the way, be sure to look for upgrade opportunities from your current IA customer base. You will be glad you did.

The well-informed account manager continually challenges their thoughts and information about how best to serve customers. Looking at IA testing from a new perspective just may be your next opportunity to learn more, sell more and deliver new, happy customers.

IV Fluid Supply At Risk Following Hurricane Helene

While manufacturers are working to increase production, healthcare providers should take steps to help mitigate the risk of shortages, industry stakeholders urge.

 Hurricane Helene forced the temporary closure of a manufacturing plant critical to the IV fluid supply in the United States. As a result, several major healthcare organizations quickly released recommended conservation strategies for healthcare providers to help mitigate the potential IV fluid supply disruption.

Because the facility is a significant producer of large volume IV fluids for the U.S., which includes saline, dextrose and lactated ringers, Vizient was encouraging healthcare providers to take immediate action to manage their inventory and implement conservation strategies to help mitigate the risk of shortages, said John Thompson, senior vice president, med/surg, lab and capital equipment for Vizient.

Strategies Vizient recommended for inventory management include:

` Evaluate IV fluid supplies on a health system-wide basis and redeploy solutions to areas of greatest need.

` Minimize unit stock of largevolume bags to the extent possible or stock product only in critical care areas where fluids are an essential component of emergency supplies.

` Ensure smaller volume bags are stocked in other supply areas, especially pediatric areas.

` Ensure purchasing agents have active backorders in place to

help ensure your facility is obtaining allocations as available.

The Food and Drug Administration (FDA) announced temporary policies for 503A pharmacy compounders and 503B outsourcing facilities that may support their efforts to address fluid shortages. Details of the flexibilities are included on FDA’s Hurricane Helene resource page.

The ASHP and the University of Utah also released updated recommendations for managing intravenous fluid shortages and conserving supply. The management and conservation resource, created in 2022, was updated following the hurricane to reflect the current supply status of small- and largevolume intravenous solutions. The document provides operational steps that organizations may consider in conserving inventory and managing fluid shortages. The updated recommendations reflect best practices related to multiple aspects of patient care, including considerations for intravenous hydration and alternate routes of administration.

The general recommendations included:

` Implement an organizationspecific action plan to conserve IV fluids where possible. Organizations must be flexible as the status of specific products may vary. Establish policies to allow for interchanges between clinically equivalent products when possible.

` Ensure an interdisciplinary team is making rationing decisions using an ethical framework.

` Communicate changes in shortage status and action plan adjustments to stakeholders as soon as possible.

` Identify vulnerable and populations with specific needs, such as pediatric and neonatal patients, and consider specific policies and practices that reserve or prioritize fluid products for their needs.

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Cracking the Code

How to sell to any decision-maker – and actually win.

By Brian Sullivan

 As a medical sales professional, you already know that not every pitch is a “one-size-fits-all” deal. Hospitals, doctors’ offices, and larger healthcare systems are a jungle of decision-makers, each with their own agenda, priorities, and – let’s face it – quirks. Whether you’re talking to a top-tier surgeon, an overwhelmed office manager, or a C-suite executive whose attention span rivals a goldfish, the key to success is knowing how to adjust your approach.

Lucky for you, I’ve got two things to help make this process easier. One: the PRECISE Selling approach, which is all about understanding your customer’s needs and selling with precision.

Two: a handy AI tool called Crystal (crystalknows.com) that gives you an unfair advantage by helping you get inside your buyer’s head (ethically, of course). We’ll get to that in a minute.

So, how do you sell to the various personas and levels of decision-makers in healthcare? Let’s break it down.

The Physician: Clinical Expertise First, Business Second

When you’re dealing with physicians, remember – these folks didn’t go to medical school to get

a degree in “How to Save Money on Medical Supplies.” They’re focused on one thing: patient outcomes. Your job is to convince them that your product will help them help their patients. If you can’t do that, don’t bother wasting their time. They’ve got lives to save, after all.

How to approach them:

` Lead with data: Doctors are data junkies. Peer-reviewed studies, clinical trials, patient outcomes – this is their currency. If you can’t back up your claims with hard facts, don’t even bother showing up.

` Speak their language: Medical terminology might sound like a foreign language to most people, but to physicians, it’s their daily bread. Drop a few choice terms

relevant to their field, and suddenly you’re not just a salesperson – you’re someone who “gets it.”

` Respect their time: Doctors are busy. Like, really busy. Get to the point quickly, or risk getting politely shown the door – or worse, ignored completely.

The Administrative Decision-Maker: Efficiency and Cost Control

Ah, the gatekeepers of hospital spending. These folks live and breathe spreadsheets. They’re not going to be wowed by fancy gadgets unless you can prove your product will save them time, money, or both. Selling to administrators is all about demonstrating efficiency and cost-effectiveness.

How to approach them:

` Talk dollars and cents: Administrators want to know how your product will impact the bottom line. Show them how it’ll reduce costs, improve workflows, or streamline patient care. Bonus points if you can put it in terms of ROI.

` Ease of implementation is key: If your product requires a PhD to operate, you’re going to have a tough time. The easier it is to implement, the happier they’ll be.

` Compliance matters: They’re not going to risk their job on something that doesn’t meet regulatory standards. Be ready to talk about how your product checks all the legal boxes.

The Nurse or Medical Staff: On the Front Lines of Patient Care

Nurses and medical staff may not sign the checks, but trust me, they hold more sway than you think.

If they don’t like your product,

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they’ll make sure the decisionmakers know it. And you do not want to be on the wrong side of a nurse – they see everything.

How to approach them:

` Simplicity wins: If your product makes their job easier, you’re golden. If it complicates things, good luck getting them to back it.

` Patient impact matters: Nurses are all about patient care. Show them how your product benefits patients, and you’ll have a friend for life.

` Show, don’t tell: Hands-on demos go a long way with this group. Let them try the product themselves – don’t just tell them about it.

The C-Suite Executive: Strategic Vision and Long-Term Impact

C-suite executives have a milehigh view of the healthcare system. They’re thinking about five-year plans, market positioning, and long-term strategy. If your product isn’t going to move the needle on their strategic goals, they’re not interested. Period. How to approach them:

` Think big picture: Link your product to the hospital’s larger goals – whether it’s improving patient outcomes, reducing costs, or staying competitive in the healthcare market.

` ROI is your best friend: Executives speak the language of numbers. Make sure your pitch includes the financial benefits and return on investment of your product.

` Be the expert on industry trends: They’re paying attention

to broader healthcare trends. If you can show how your product positions them as leaders in innovation, you’ll get their attention.

How Crystal Helps You Win Over Decision-Makers

Now, let’s talk about Crystal (crystalknows.com.) It’s like having a cheat sheet on how your customers think and communicate –without breaking any laws or being creepy. Crystal uses AI to analyze personality types based on publicly available data like LinkedIn profiles. It then gives you insights into the best way to communicate with each individual. Pretty slick, right?

Real-Life Example: Selling to a Physician

Imagine you’re about to meet Dr. Smith, a prominent orthopedic surgeon. You know you’ve got 15 minutes to sell him on your new medical device, but you’re not sure if he’s a “big-picture” guy or if he’s going to grill you on the nitty-gritty details.

So, you pop Dr. Smith’s LinkedIn profile into Crystal, and voila – it tells you he’s an Analytical personality. This means he’s detail-oriented, cautious, and likes to make decisions based on data (no surprises there, given he’s a surgeon). Crystal also suggests keeping your conversation logical and focused on evidence, not emotions. Armed with this insight, you adjust your approach: ` Instead of leading with a broad overview, you jump straight into clinical trial data.

` You make sure to highlight specific patient outcomes and provide studies that back up every claim you make.

` You also prepare for a Q&A session, because Analytical types love to ask detailed questions to fully understand the product before making a decision.

Boom! Because you tailored your approach based on Dr. Smith’s personality, you’re more likely to make a lasting impression – and close the sale.

The Bottom Line: Tailor Your Pitch, Close More Deals

Selling in the medical field isn’t just about knowing your product – it’s about knowing your customer. Whether you’re pitching to a time-strapped physician, a budget-conscious administrator, or a strategy-driven executive, understanding their personality and priorities is the key to success. And hey, if you can leverage tools like Crystal to get inside their heads just a little bit faster, why wouldn’t you? It’s like having a secret weapon that helps you skip the awkward small talk and go straight to what matters to them. So next time you’re prepping for a meeting with a hospital decisionmaker, don’t wing it. Use this approach: know who you’re talking to, tailor your message, and – most importantly – make sure you’re delivering what they need to hear, not just what you want to say. And if all else fails, just remember: No one ever lost a sale by being prepared and understanding their customer’s personality.

Brian Sullivan, CSP, is the author of “20 Days to the Top” 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. Visit him at www.preciseselling.com.

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The Team Up

How distributor reps can make the most of their equipment conversations with customers by utilizing industry partners.

Capital equipment sales take patience, preparation, asking the right questions, and – perhaps most important of all – collaboration.

In Part I of a two-part series, Repertoire highlights how distributor reps can make the most of their conversations with customers in this product category with the proper preparation and planning, understanding current market dynamics, how conversations with customers about equipment differ from other product categories, and collaborative best practices between distributor and manufacturer reps.

Part II will examine how to approach the financial aspects of the conversation with customers and follow up needed to ensure continued success.

Participating in this story are:

The long game

Kyle Allan knew he had his work cut out for him. His first month with MedTech MedCare was in November 2020. At the time, simply getting face time or virtual appointments with clients, much less developing relationships, was incredibly challenging. But bit by bit, by about the one-year mark, Allan said he was able to gain traction, and by year two, things began to click as he was able to convert prospects into customers that trusted him for his efforts.

Fast forwarding to this year, Allan said he’s been able to get a hold of how to work a long-term sale, especially for bigger opportunities because of how those processes work. He’s found a good rhythm with the messaging, identifying the right call points and partnering with distribution to deliver a consistent message, even if it means having to communicate that message repeatedly. “The work involved can seem tedious and repetitive, but it is necessary with some equipment that we have, where we have an uphill battle to fight for market share.”

Providers are more willing to meet in person, but those in-person opportunities can be a double-edged sword. Reps must make sure they have a firm appointment, up-to-date

Kyle Allan, territory manager, MedTech MedCare

Kevin Barefoot, partner, director of Point-of-Care Lab and Primary Care, MedTech MedCare

Jake Barga, territory portfolio manager, Midmark

Jonathan Bowman, senior director of Sales, Alternate Care, ZOLL

Dominic Seymour, territory manager, MedPro Healthcare Sales Solutions

credentials, and then go through the necessary steps with each provider to secure the necessary follow-up appointments to close the sale. “From that aspect, relationship building is so important now to be able to secure those follow-up appointments and always getting that next meeting as your secure goal no matter what meeting you’re heading into.”

Times have changed

Pre-COVID, reps were free to walk around facilities, especially hospitals, to knock on doors and talk to people about products, services and projects. But post-COVID, everything has become far more guarded, making appointments difficult to get. “Couple that with staffing shortages post-COVID, it seems like every facility is running shorter staff, so healthcare providers and hospitals are stretched thinner,” said Dominic Seymour, territory manager, MedPro Healthcare Sales Solutions. “They’re so busy that it’s harder to meet with them if we walk around a facility without an appointment. Getting their time secured is paramount to having a good conversation. Building a relationship is very difficult without that.”

During COVID, facilities were reimbursed a lot of money by the government, making it in many ways a boom year for most healthcare manufacturers. “You can imagine there were needs all over the place and they had extra money at that time being offered by the government to buy a lot of it,” Seymour said. “It shook things up a little bit, where if a certain facility was on a path to replace a piece of capital equipment in the next couple of years, they actually

did it sooner because of that extra money. Many sales teams had a terrific year during COVID, but after that it was almost like a hangover where things were slower because everyone had already bought so much stuff.”

Yet securing those appointments is paramount, said Seymour. “We’ve got to be in front of people. We’ve got to learn about each facility individually as far as what’s important to them. While we always did that, now we need to be in tune with what they can and cannot afford, their needs and their projects, and how they’re going to finance everything. We always did this, but it’s just increasing our frequency with meeting with these folks to ensure that we’re understanding what their needs are at that time, because things can change.”

Meeting prep and time management

Kevin Barefoot, partner and director of Point-of-Care Lab and Primary Care for MedTech MedCare, plans for his in-home office time several days in advance and targets specific manufacturers or product categories to call on. For instance, for two hours in the morning he may focus on exam room furniture, calling on supply chain sourcing and their equipment planners, or distribution partners to discuss the lines he represents and can work with them on.

“I may get through to two customers, and because we might have a very good discussion, there might be a couple of new setups,” he said. “Or I may talk to two distributors and make plans to visit a customer. But I make time to go down those rabbit holes.”

Fill the calendar

Having a full schedule is key to growing a territory. “Some of these manufacturers that fly into town to work with us are spending a lot of money to come here, so it’s nice to be able to offer them a full schedule full of appointments, confirmed appointments where we can have authentic conversations and build value in the relationship,” said Seymour. Don’t just ride around without a plan, he said. Have a plan and understand what the manufacturer or distributor’s initiatives are. “If a distributor is doing a SPIFF program with a certain manufacturer, that’s going to be something that they would need to make sure that they’re touching every customer with. It’s important to get in front of customers,” he said. “You’ve got to have onsite meetings. There’s nothing that builds trust better and a relationship better than a face-to-face meeting.”

Coach or influencer?

Capital equipment discussions usually involve more people to make the decision, said Jonathan Bowman, senior director of sales, Alternate Care, for ZOLL. This requires the salesperson to be more diligent in asking questions and carefully listening to answers to formulate more questions. The goal is to better understand the customer’s process for making a purchase.

Also key is determining if you as the rep will be a “coach” or an “influencer” in the sales process, Bowman said. “This differs from a customer just buying say a commodity or a consumable, they tend to have the ability to purchase some items below a dollar threshold. Capital equipment needs to

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be budgeted. This type of sale requires the salesperson to not be just an order taker but truly a partner for the customer by asking good questions, listening, and I can’t stress this enough, follow up quickly with accurate information.”

In today’s age, most customers use their phones/tablet for immediate answers to questions, and want one click to solve their problems. For a salesperson to prove their value, they must provide quick and accurate information. “To be the best, you must be an excellent listener, show that you really care about their problem/need and you see how it is impacting their job or how their supervisor/boss views them. As Jim Niekamp of 95% Share says, ‘Make them look good in front of the people they care about.’”

Gather the stakeholders

Capital equipment is often episodic (replacing equipment or new builds) and needs to be customized to meet the specific requirements of staff and patients. The decision-making process typically includes multiple stakeholders such as operations, physician/nursing leadership, IT and facilities management, said Jake Barga, territory portfolio manager, Midmark. More times than not, the decision-makers involved are not completely aware of all the latest technology and innovations available.

“It is critical to gather all stakeholders to ensure that everyone’s input is considered, gaining buy-in across the organization,” said Barga. “While this collaborative approach may extend the sales cycle, it enhances relationships within the account, especially when

partnering with vendors who are experts in their field. Equipment purchases impact caregivers and patients, workflow processes and space so the decision stakeholders make on capital equipment will affect their care delivery for well over a decade.”

analytics of total cost ownership, not just cost savings. “The keywords they’re usually looking for aside from cost savings are warranties, reports to see how often things are getting repaired, or failures in the field,” said Barefoot. “They’re looking at all different

The burden is on the manufacturer rep to develop trust so when distributor reps aren’t included in the follow-up with customers, they don’t have to worry about issues developing.

Including a manufacturer representative in client discussions offers significant benefits, Barga said. “They bring deep product expertise, providing tailored guidance that meets specific clinical requirements and regulatory standards. This can help ensure informed decision-making and enhance operational efficiency. A manufacturing representative can also identify additional hidden opportunities as well as grow the sale. Post-sales support ensures seamless integration and ongoing satisfaction, fostering a strong partnership built on trust and mutual success.”

Connect with sourcing

As a team lead, Barefoot likes to spend time with the sourcing people in a supply chain department. “We’re talking about capital, so obviously, the person who handles capital equipment, I would want to make sure I have a very good relationship with him or her.”

Sourcing people are always looking for cost savings. The younger sourcing team members or leaders are focused on the

types of analytics to make sure that yes, we could reduce the cost, but that the piece of equipment is also a very good product.”

That is sourcing’s job. “They have goals and KPIs to hit. That’s how they get incentivized and promoted.” Reps must show they can not only reduce costs with a very good product, but also enhance the offering with warranties or outcomes for end users.

Distributor-manufacturer partnership success

Successful distributor-manufacturer partnerships involve a few things, number one being trust. Allan said he understood that was a necessary hurdle for him to overcome in establishing connections in his territory. “Most distributor reps are dealing with such a bigger book of business than they ever had before, so when you’re able to gain their time and attention, it’s so valuable. They’re pulled in so many different directions and that first six months to a year is where I tried hard to develop trust with them to where they could understand that if I’m

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going into an account on their behalf, I’m going to make sure that we capitalize on everything for them and us together.”

That said, handling larger projects, or responding to a customer that has an urgent request or issue that needs attention can’t always involve the distributor rep. The burden is on the manufacturer rep to develop trust so when distributor reps aren’t included in the follow-up with customers, they don’t have to worry about issues developing. “You’ve got to be on top of everything for them,” Allan said. “It all coincides to gathering trust across the board, with distributors and customers. Their customers are important to them just like they are for us, and we have to work in tandem to make sure it’s a successful partnership.”

Two-pronged communication strategy

Sales has changed in numerous ways, not the least of which is the opportunities presented through technology such as AI and mass marketing emails. “Back when I started, there really wasn’t a whole lot of that, and we’ve been able to integrate newer technologies over the last few years to help us have a broader expansion into our territory,” said Seymour. “You can imagine with the states that I cover, I can’t be everywhere at once. So having a two-pronged approach of using digital marketing along with face-to-face relationship building has been something I have keyed in on. I don’t think that was a product of COVID, it was just more the evolution of technology.”

Most reps are using some form of digital marketing. Seymour said adding a personal

Avoid email jail

Be careful with long-winded emails, Barefoot said.

Ask simple questions like:

` “Do you have any interest in this?”

` “What do you think?”

` “What’s your feedback?”

“I tell my team this all the time, the guys in the territory here or nationally, to not get stuck in email jail, and keep your messages short, sweet, and personal,” Barefoot said. “Write it yourself. I get there’s AI, but just take the time and write it. They’re going to know if it’s you or not.”

Of course, not every single person is going to get back to you. Business managers and clinical managers at physician offices and specialty offices are getting emails all day long. Supply chain leaders are getting emails all day from vendors. It helps when you can have a good phone conversation and that person knows you face to face, “so get out and meet them,” Barefoot said.

touch can go a long way with clients. “We like to send out handwritten thank you notes rather than emails to differentiate us and cultivate better relationships,” he said. “In some instances we’ve progressed with the way we do things digitally, but on the other hand, we’ve backtracked to offer a personal touch.”

“Do you have a minute?”

Barefoot always asks the person he is calling if they have a minute when they answer the phone. “That was something my father told me, to make sure you ask if they have a minute.” Most people will say, “maybe a minute,” which Barefoot can expertly turn into 10 or 15. “And if they say they don’t have a minute, I say, ‘Okay, I’ll see you,’ and that’s it. If I don’t get them on the phone for a minute, so be it. It’s a marathon. I might

miss a sale or two, but I’d rather not irritate them in any way.”

Answer the bell

Capital conversations usually involve many different people and decision makers within a provider. There’s often an approval process involved and a budget the customer would like to stay under. While disposables and med/surg products are important to the daily flow of healthcare organizations, capital equipment is always considered a different type of investment. The keyword being investment. There are usually a handful of times within a year where customers review capital equipment, clinical needs, and price points that need to be met in order to do business with a vendor. “Be ready to answer the bell when it comes to these specifics on your equipment and why working with you

is the best investment in the long term,” said Allan.

Don’t go in alone; don’t be negative

Doing deals without the manufacturer rep involved is not ideal, because pieces of equipment, especially high dollar capital equipment, are not really apples to apples with different manufacturers. They may have the same name and do the same thing, but their clinical ability can be vastly different. Their longevity could also vary. Those are not things that everyone knows about. “I recommend going in with a consultative approach to understand truly what their needs are, making sure we’re checking all the boxes to get them what they need,” Seymour said. “That way they are satisfied and don’t come back six months later thinking they’ve got something and they really didn’t, or they got way too much.”

Another pitfall is speaking ill of competition. “It might fly OK in the meeting, but I think it just leaves a bad taste in everyone’s mouth if we’re speaking ill of the competition. It’s better to just highlight your best aspects that accommodate their needs rather than putting another manufacturer down.”

Avoiding missed opportunities

If an order gets placed without first asking some essential questions, you’re missing an opportunity, Barga said. Many customers tend to replace equipment without fully exploring the latest trends and offerings that could significantly enhance the level of care they provide. Not seeing their space and capturing the voice of the customer can lead to

assumptions and missed opportunity within their current state versus ideal future state.

“Evaluating equipment and technology without a trial, demo, simulation/workshop or proof of concept is a missed opportunity to make a fully informed and confident buying decision,” said Barga. The time spent upfront can eliminate many headaches, costly mistakes and buying regret later. Taking the initiative to make a quick in-person meeting ensures that the requested product truly aligns with their needs and budget while strengthening the relationship with the account. This proactive approach not only promotes better decision-making but also demonstrates your commitment to supporting your customer’s long-term success.

Equipment sales vs. other categories

Equipment sales are relationship focused. “These are long sales cycles as opposed to a disposable type of sale where you can offer them samples and they can trial it for a month and then move forward with it pretty quick,” said Seymour. “Some of these pieces of capital are in there for 10 years or more, so they can become very expensive.”

Being able to establish the relationship is important so that they trust what you’re saying, but for the distribution rep, the capital rep partnering with the manufacturer rep is just as vital.

“Distribution reps have a lot in their bag,” said Seymour. “They simply can’t be an expert on every piece of capital, because some of them can be very intricate. When they have these meetings, bringing in a manufacturer rep to talk through it would definitely

increase their clout with the customer, and ensure they’re providing the best solution. That’s going to increase customer satisfaction in the end if you can nail down exactly what they’re looking for.”

Some equipment pieces are north of $1 million, so reps may start working on those sales three years in advance. “You must maintain contact with them and understand truly what their needs are.”

Reps must stay on top of client relationships at multiple levels. Say someone is replacing all their patient monitors within a facility. They’re going to start talking about that a couple of years in advance, and it’s going to be multiple rounds of meetings, not with the same people, but with many different department directors and department heads to make sure that everything important to them is captured, and all the models of equipment are going to differ from department to department. “So again, leveraging your manufacturer rep is huge for that if we’re talking from a distribution rep’s shoes.”

Keep your head up

There are plenty of dog days with equipment sales. It’s good to remember to keep your head up, Allan said. “There is always a customer out there looking to utilize what you have in your product bucket. It may take some time to find those customers, but once they trust you and start coming back to you, that’s when it really starts getting fun. Developing that trust and seeing that they want to rely on you and you can develop the relationship over your career is, I think, the most fun part about this job. I love that aspect of it.”

Setting the Standard

DETECTO launches initiative with exclusive NTEP certifications on medical scales.

Manufacturer partners with MedPro for national presence and sales support.

DETECTO is leading the new standard in nationally regulated medical scales as the only medical scale manufacturer with NTEP (National Type Evaluation Program) verified weighing accuracy.

NTEP is the same verification used for gas pumps and commercial food weighing standards; the certification means scales have been subjected to 100,000 weighing cycles and maintained strict accuracy in a variety of testing temperatures.

“Using an NTEP-certified medical scale can significantly reduce the risk of preventable dosage related medical errors that heavily impact the U.S. healthcare industry each year,” said Jonathan Sabo, Vice President of Marketing and Customer Support for DETECTO. “We are confident that with MedPro’s sales capabilities and our industry leading product standards, we have a winning formula.”

these issues through its OneWeigh units, which lock into kilograms (KGs) or pounds (LBs) with NTEP-certified weighing accuracy.

NTEP-certified scales are used widely across the consumer spectrum “Americans use scales that are NTEP certified when buying bananas at the store because it’s critical for the weight of the bananas to be accurate between the buyer and seller,” Sabo said. “Yet a pediatric scale weighing a baby or a physician scale weighing a patient before surgery for assigning dosages isn’t held to the same criteria as buying fruit or vegetables. We are creating a new standard for the medical

“Accurate patient weighing plays a critical role in ensuring correct medical dosages, especially in pediatrics and oncology.”

Medication errors cost the industry about $21 billion per year and cause between 7,000 and 9,000 deaths, according to the National Library of Medicine. They can occur due to confusing units like kilograms or pounds and miscalculations due to inaccurate weight measurements. DETECTO helps protect patients and medical organizations from both of

industry, one that is long overdue and keeps the health of our patients as the No. 1 priority.”

DETECTO’s NTEP-certified medical scales can lessen dosage liability risks, help lower adverse drug event (ADE) and readmission costs, and reduce the overall percentage of medication errors. An estimated 15% to 25% of medication errors are linked to

incorrect dosages, according to the National Library of Medicine.

“Accurate patient weighing plays a critical role in ensuring correct medical dosages, especially in pediatrics and oncology,” Sabo said. NTEP-certified medical scales provide highly accurate and consistent readings and DETECTO is the only medical scale manufacturer offering them.

Partnering with MedPro

DETECTO has partnered with MedPro for its healthcare sales solutions on the NTEPcertified medical scales.

MedPro’s nationwide salesforce is in-service capable, fully credentialed, clinically trained and HIDA AMS Accredited. The MedPro team sells to end users alongside its national, regional and local distribution partners, serving the acute, post-acute and government markets.

Ben Brenneman, Director of Business Development said, “MedPro is proud to partner with DETECTO, whose products are made in the United States. Our national field sales organization is prepared to leverage our relationships with hospitals, IDNs, GPOs, health systems, post-acute care and alternate care facilities to represent DETECTO’s NTEP accreditation on its medical scales, and provide assurances that customers are receiving the highest quality scales available on the market.”

Leading the new standard in nationally regulated medical scales

The only medical scale manufacturer with NTEP (National Type Evaluation Program) verified weighing accuracy.

MedPro is a proud partner of DETECTO with a sales team that sells to end users alongside its national, regional and local distribution partners, serving the acute, post-acute and government markets.

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MANUFACTURERS AND DISTRIBUTORS KNOW MEDPRO

White-Glove Service

Today’s healthcare providers are counting on distributors – and their manufacturer partners – providing a wide array of solutions for complex projects.

By Graham Garrison

 With both large and small construction projects, there are an incredible number of moving parts for healthcare providers to consider. Issuing and managing 50+ POs to various vendors/ manufacturers, as well as obtaining things like specification sheets, electrical requirements, etc. is an extremely challenging and time-consuming process, said Matt Poyma, account manager, CME Corp.

“From a procurement standpoint, managing all these orders and follow ups on ship dates, discontinuations, and even unannounced price increases can cause massive delays which can lead to millions of dollars in lost revenue,” Poyma said. “This is where CME can bring the most value. By often covering 80%+ of the manufacturers on the equipment list and being a single point of

contact for procurement, warehousing, receiving, inspection, assembly, delivery, and installation drastically reduces the amount of bandwidth the hospital or planning firm is required to provide.”

Providing value throughout the process

In late November 2021, the University of California, Irvine and UCI Health announced they

had broken ground on a $1.3B medical complex. By early 2022, the organizations were in conversation with CME Corp. and third-party equipment planners Mazzetti GBA about procurement of healthcare equipment for the 225,000 square foot Chao Family Comprehensive Cancer Center and Ambulatory Care building. From the beginning, CME said it was able to leverage its

focused medical equipment expertise and assisted with the creation of the product specifications list as well as standardization of the equipment planned for the facility by providing samples for UCI’s mock showroom warehouse.

CME’s quote encompassed 80% of the product specification list – over 4,500 pieces of equipment across 425 different product categories. In addition to managing the procurement of healthcare equipment across multiple manufacturers, CME project management team played a critical role in coordinating the timely delivery and assembly of OFCI healthcare equipment, the company said.

Poyma was heavily involved in the project, making sure the equipment list matched the hospital’s standards and double checking the list to make sure the wrong equipment wasn’t ordered (like a medication refrigerator accidently being ordered for a breakroom, or specifying an incorrect model on exam tables).

CME was also involved in ordering and delivering samples of various product categories to a Mock Showroom for the decision makers to see and make selections of their preferred models ahead of the procurement process. “These demos and setups were at no additional cost to the customer and brought a tremendous amount of value to the decision making and sign off process heading into procurement,” said Poyma. “We work closely with our manufacturing partners to bring this value to the customer. CME represents over 2,500 manufacturers and has the largest offering of medical equipment in the country. We

are 100% dedicated and laser focused on equipment only.”

With so many manufacturers involved and multiple POs for the project, the CME Project Manager (PM) played a crucial role in managing those orders, identifying any back orders that may affect licensing and go live dates and providing 100% transparency with the customer and Equipment Planning team. The PM is responsible for scheduling deliveries and making sure all the equipment is delivered on time, in the room where it is intended to be used based on the room numbers and floor plans that we are provided. “This is a huge

A seamless experience

The collaboration, flexibility, innovation, and passion for excellence of all CME’s teams supporting the new UCI ACC facility culminated in the successful and timely delivery and installation of medical equipment by agreed upon dates, the company said. In one week alone, CME delivered 30 17-foot trucks of equipment to the new facility.

Of course, even with every box checked and contingency considered, disruptions and delays on any sizable project are inevitable. In those instances, flexibility becomes critical to help customers cross the finish line.

“ We work closely with our manufacturing partners to bring this value to the customer. CME represents over 2,500 manufacturers and has the largest offering of medical equipment in the country. We are 100% dedicated and laser focused on equipment only.”

differentiating factor when working with CME on a project, as we are the only national distributor with a dedicated project management team that supports our healthcare facility and equipment planning customers,” Poyma said.

The weekly tracker was another useful tool and process used by the team. The tracker could identify what has shipped to CME, what had been received and what was on back order. “With the tracker, we can plan for deliveries with full confidence and know exactly what is being delivered in the most efficient way possible.”

“At CME we are extremely flexible, whether that is delivering the equipment at 5 a.m. on a Friday and being out of the building by 8 a.m. to avoid any disruptions with the delivery schedule that day, or providing wall-mounted installations after the GC has turned the building over,” Poyma said. “CME can also help to receive and deliver equipment that can only be ordered direct with the manufacturer to avoid equipment showing up on a construction site when the building is not ready to receive it yet. Not all manufacturers will adhere to requested ship dates so offering those logistical solutions made the deliveries seamless.”

When it comes to closing on equipment, we’ve got your back

Our team has partnered with distribution for over 30 years. Whether it’s introducing a new manufacturer into the world of mainstream medical distribution or expanding on a proven company’s market share, we have continued to find ways to bring value to both sides of the equation. Because of our sales executives’ experience and reach, distributor partners find unmatched support from our team.

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Healthy Lungs for Healthy Living

The American Lung association sheds light on maintaining healthy lungs and preventing lung disease.

By Jenna Hughes

 Healthy lungs are crucial to maintaining an individual’s overall well-being. Each cell in a person’s body needs oxygen to live. An individual’s lungs and respiratory system automatically performs the process of gas exchange, according to the American Lung Association, by moving fresh air and oxygen into the body and removing waste gases such as carbon dioxide. As a person ages, lung capacity declines, and the risk of lung disease increases.

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More than 34 million people in the U.S. currently live with lung disease. For many patients, lung disease is a chronic, lifelong journey. The most common lung diseases a physician will diagnose include asthma, chronic obstructive pulmonary disease (COPD), lung cancer, and pneumococcal pneumonia.

“The lungs are susceptible to various diseases just like any other organ in the body. When diseases of the lung tissue or the airways develop, symptoms can affect both a person’s health and their quality of life,” said Dr. Amit “Bobby” Mahajan, Volunteer Medical Spokesperson for the American Lung Association. “The most common diseases that physicians diagnose in the United States are chronic obstructive pulmonary disease (COPD) and asthma. Both diseases can result in significant shortness of breath and can significantly affect an individual’s quality of life.”

Individuals experiencing any variety of these symptoms should see a healthcare provider as soon as possible, according to the American Lung Association.

“Lung health is extremely important because when you can’t breathe, nothing else matters,” said Dr. Mahajan. “Preventative measures, like not smoking or quitting smoking, are essential to keeping the lungs healthy. Talking to a physician can provide an individual with effective care and prevent symptoms that would otherwise result in a poor quality of life.”

Preventing lung cancer

Lung cancer (and bronchus cancer) represents 11.7% of all new cancer cases in the U.S. each year, according to the National Cancer Institute. Lung cancer has one of the lowest five-year survival rates out of all other types of cancers, because cases are often diagnosed in their later stages

“The lungs are susceptible to various diseases just like any other organ in the body. When diseases of the lung tissue or the airways develop, symptoms can affect both a person’s health and their quality of life.”

– Dr. Amit Mahajan

States,” said Dr. Mahajan. “There are more deaths associated with lung cancer compared to colon, breast, and prostate cancer combined.”

Lifesaving lung cancer screening is available for those at high risk; however survey data from the American Lung Association shows that most people are not aware of this. Annual screening for lung cancer with low-dose CT scans can reduce the lung cancer death rate by up to 20%.

“If shortness of breath has been progressive due to unknown reasons, there are highly effective tests to determine the cause of an individual’s lung symptoms,” said Dr. Mahajan.

By detecting lung cancer tumors at an earlier stage, the disease is more likely to be treatable. Individuals 50 to 80 years old that are current smokers, or those that quit within the last 10 years, are considered high risk and should get screened each year.

Knowing the early signs of lung disease can help individuals receive treatment before it becomes serious or life-threatening. Chronic cough (eight weeks or longer), shortness of breath, chronic mucus/phlegm production, wheezing, coughing up blood, and chronic chest pain are all warning signs of lung disease.

when the disease is less likely to be curable.

“Lung cancer is the deadliest cancer that we deal with in the medical community. Approximately 235,000 people are diagnosed with lung cancer in the United States yearly and close to 130,000 people die from lung cancer yearly in the United

“Lung cancer is generally silent until it has reached advanced stages,” said Dr. Mahajan. “New diagnostic tools and surgical treatments have allowed physicians to identify lung cancers earlier, resulting in improved survival rates. Additionally, targeted therapies, as opposed to traditional chemotherapeutic options, have been developed that effectively treated advanced lung cancer with significantly fewer side effects.”

The leading risk factor for lung cancer is tobacco use, which accounts for 80% to 90% of cases, according to the American Lung Association. Prevention of lung cancer includes eliminating the use of tobacco

products and reducing exposure to secondhand smoke.

Lung disease prevention

Reducing the risk of lung disease overall includes implementing lifestyle changes, not smoking, avoiding exposure to indoor pollutants, and more. Smoking cigarettes and the use of tobacco is the major cause of lung cancer and COPD, as tobacco use narrows the air passages in the lungs and makes breathing more difficult, according to the American Lung Association. Smoking also causes chronic inflammation and swelling in the lungs, which can lead to chronic bronchitis and cancer.

“There is a direct link between tobacco usage and lung disease,” said Dr. Mahajan. “Combustible gases that are inhaled from cigarette usage result in direct injury to the lung tissue. The carcinogens and toxic substances within cigarettes also result in an increased chance of lung cancer.”

“Speaking to your lung doctor or your primary care physician is important, as they can prescribe effective medications to decrease a person’s urge to smoke,” said Dr. Mahajan. “Even more important, there are smoking cessation counselors who meet with people in person or virtually to provide behavioral therapies to help people to quit smoking. These two methods combined provide the best chance to quit.”

Breathing exercises may also help strengthen muscles to aid in disease prevention and improve symptoms for those living with lung disease. Much like aerobic exercise improves heart function, breathing exercises can make the lungs more efficient. With healthy

To specifically address lung health for children, The Lung Association’s “Creating LungFriendly Environments for Youth” initiative aims to help schools and caregivers address chronic lung diseases such as asthma, air quality, and tobacco-free lifestyles.

lungs, breathing comes naturally, but over time with diseases such as asthma and COPD, the lungs lose their “springiness,” and stale air can become trapped within the lungs. Overtime, according to the American Lung Association, this stale air builds up within the lungs, leaving less room for the diaphragm to contract and bring in fresh oxygen. In this case, the body starts using other muscles in the neck, back, and chest for the process of

breathing, resulting in less oxygen reserve for everyday activities.

If practiced regularly, breathing exercises can help smokers and non-smokers rid the lungs of accumulated stale air and engage the diaphragm to breathe more efficiently. Common breathing exercises recommended by pulmonary rehabilitation specialists include pursed lip breathing and diaphragmic breathing (belly breathing), which can help improve lung capacity.

Exercise can also keep the lungs healthy. Physical activity can reduce the risk of many forms of serious illness, including heart disease, stroke, diabetes, and lung cancer. American Lung Association guidelines recommend both aerobic activities and muscle-strengthening activities (such as weightlifting) to help benefit the lungs.

Resources and support for lung health

The American Lung Association’s Patient & Caregiver Network, a community across the U.S. that connects people suffering from lung diseases, has launched a Wellness Hub, providing its members with access to videos

and articles to help individuals with lung disease. These resources aim to improve the mental and physical health of those living with chronic lung illnesses.

The Wellness Hub also provides patients with a platform that connects patients to others who have also experienced living with lung disease for support.

Resources available include mindfulness and breathing exercises to help manage stress, meditation videos, movement practices, nutrition and recipe information, and more. Many lung diseases are a chronic journey, and communities like the Wellness Hub are a critical component of improving the lives and well-being of patients.

Lung

health: Youth E-Cigarette use drops to lowest level in a decade

Half a million fewer U.S. youth reported current use of e-cigarettes in 2024 compared to 2023, according to new data from the National Youth Tobacco Survey (NYTS) released by the U.S. Food and Drug Administration and the U.S. Centers for Disease Control and Prevention. The nationally representative data featured in Morbidity and Mortality Weekly Report (MMWR) includes findings on e-cigarette and nicotine pouch use among U.S. youth, two categories of tobacco products the FDA and CDC are monitoring closely, particularly regarding youth use and appeal.

NYTS is an annual school-based, self-administered survey of U.S. middle (grades 6–8) and high school (grades 9–12) students conducted Jan. 22 to May 22, 2024. Findings showed there was a significant drop in the number of U.S. middle and high school students who reported current (past 30 days) e-cigarette use – a decrease from 2.13 million (7.7%) youth in 2023 to 1.63 million (5.9%) youth in 2024. This decline was largely driven by reduced e-cigarette use among high schoolers (1.56 million to 1.21 million), with no statistically significant change in current e-cigarette use among middle school students within the past year. The number of youth who used e-cigarettes in 2024 is approximately one-third of what it was at its peak in 2019, when over five million youth reported current e-cigarette use.

To specifically address lung health for children, The Lung Association’s “Creating LungFriendly Environments for Youth” initiative aims to help schools and caregivers address chronic lung diseases such as asthma, air quality, and tobaccofree lifestyles. Through this program, parents, students, and school officials are provided with education on four critical areas of lung health including asthma awareness and treatment options, reducing tobacco use, healthy indoor air quality, and vaccination for infectious respiratory disease.

“Preventative measures and access to support and resources are essential to keeping your lungs healthy. The best prevention strategies for lung disease is to never start smoking in the first place, and if you do smoke, to quit,” said Dr. Mahajan. “People that have lung diseases that are not related to smoking can prevent exacerbation or worsening of symptoms by seeing their doctor regularly to make sure that their medications are working effectively. They can also create an action plan with their physician for instances when lung disease symptoms might worsen, for example, when they develop a cold.”

Maintaining lung health is a consistent effort, and Dr. Mahajan recommends “understanding the symptoms of your lung disease, encouraging your physician to explore the most up-to-date therapies, and remaining consistently active. The more active a person is, the more they can know when their symptoms need to be addressed. The best way to manage symptoms associated with lung disease is to educate yourself.”

COPD Awareness Month: By the Numbers

16 million

Chronic obstructive pulmonary disease (COPD), also known as emphysema or chronic bronchitis, is a serious lung condition that makes it difficult for a patient to breathe. Nearly 16 million people in the U.S. have COPD, according to the National Institute of Health’s National Heart, Lung, and Blood Institute (NIH). COPD is a chronic, progressive disease that causes air flow limitation (less air in and out of the airways). There is currently no cure for COPD, but there are ways to manage and treat the disease.

25%

8 out of 10

Smoking accounts for as many as 8 out of 10 COPD-related deaths, and nearly 38% of the nearly 16 million adults diagnosed with COPD report current smoking habits, according to the CDC. COPD is a disease that gets worse over time, and quitting smoking has been shown to slow its progression. To prevent COPD, The American Lung Association recommends that if an individual currently smokes, they should take the necessary steps to quit. They also recommend protecting yourself from lung infections such as the flu, pneumonia, and COVID-19, and avoiding or reducing exposure to indoor and outdoor air pollution.

Treatment options for COPD, according to the American Lung Association, include medication, pulmonary rehabilitation, supplemental oxygen, noninvasive ventilation (NIV), endobronchial valve therapy (EBV), surgery, and more.

Approximately 25% (3.8 million) of adults with COPD report never having smoked. Secondhand smoke and occupational and environmental exposures are also risk factors for developing COPD among smokers and nonsmokers alike. According to the CDC, the promotion of smoke-free environments, such as workplace intervention (raising awareness of workplace respiratory exposure, elimination of hazardous exposures) and reducing exposure to indoor and outdoor air pollutants can contribute to reducing the risk of COPD.

6th

In 2021, more than 138,000 people died from COPD, making it the sixth overall leading cause of death in the U.S.

2x

COPD is more than twice as common in rural areas than in urban/suburban areas. Air pollution from occupational exposures to dust, fumes, smoke, or chemicals from jobs including farming, mining, or manufacturing, as well as higher rates of smoking in rural communities, results in an increased risk of developing COPD, according to the NIH.

11.7

million

In 2022, 11.7 million people, or 4.6% of adults, reported a diagnosis of COPD, chronic bronchitis, or emphysema, according to the American Lung Association. When less air flows into the lungs, less oxygen gets to the body’s tissues. Early warning signs and symptoms of COPD, according to the American Lung Association, include shortness of breath, coughing that brings up phlegm, wheezing or chest tightness, fatigue, and reoccurring lung infections including acute bronchitis or pneumonia.

Lead the Way

Why physician leadership training is essential for the successful delivery of healthcare.

 Physicians are natural leaders, and regarded as such by patients, according to the American Association for Physician Leadership (AAPL). “In fact, the physician/patient relationship is still the bedrock of the healthcare model,” the association told Repertoire.

What has changed is the need for physicians to have skills in areas such as the management of employees, understanding payment systems and models, mastering the relationship with others in administration and the C-suite.

“For the most part, even as these demands have changed, medical school training has not caught up, it remains limited to medicine and clinical education.”

In April, the AAPL released a white paper detailing the value of

physician leadership training. The share of physicians working in practices wholly owned by physicians dropped to 46.7%, down from 60.1% in 2012,” according to research cited in the white paper. “As hospitals and health

systems increasingly employ physicians, they need physician leaders who serve as ‘interface professionals’ who bridge medicine and management … Physician-led organizations outperform their non-physician-led peers on measures of quality of care, patient experience, and cost of care.”

The white paper included a review of literature examining Physician Leadership Development Programs (PLDPs), which are growing in number and scope across the industry. These programs, the research found, are highly dependent on the overall culture and commitment to leadership training within organizations inside each sector of healthcare.

An organization’s leadership ecosystem includes all the factors that surround a PLDP and contribute to a physician leader’s success – or failure – in influencing positive changes:

` Funding to support the changes physician leaders are attempting to influence within organizations

` Infrastructure alignment with other training and leadership development programs that are clear across diverse career paths

` Cultural factors within institutions, including recognized role models, diversity of participants, and organizational appreciation for the value of PLDP participation

` Ready availability of coaches, mentors, and experienced educators

` Engagement with post-PLDP activities such as alumni networks and follow-up sessions.

Within a successful corporate structure, PLDP’s can have the

following measurable impacts on physicians:

` Increased self-awareness and insight with improved interpersonal communication skills

` Expansion of professional networks, internally and externally

` Increased volume and better outcomes with quality improvement projects

` Preparation for more advanced senior leadership roles and smooth succession plans

Benefits of formal training

In 2023 AAPL conducted an initial survey of physician leaders who completed the Certified Physician Executive (CPE), credential program, one of the longest-running and most respected educational opportunities for physician leaders. More than 90% reported that achieving the certification empowered them to achieve personal and professional leadership goals, the AAPL noted. Numerous examples of institutional benefits to having CPE-qualified physicians were noted.

In the annual U.S. News and World Report survey of top

performing American healthcare systems, a strong majority of those in the “Honor Roll” each year are led by physician CEOs. Similarly, an overwhelming number of top-ranked hospitals reported in the Newsweek annual international survey on “Best Hospitals” continue to be run by physician CEOs – supporting the strong connection between high performance ratings and physician leadership. In the U.S., currently there are only 6% of hospitals with physicians as CEO.

“A more well-rounded training paradigm, which includes leadership training, prepares physicians to take an active role in the management of practices, healthcare systems and hospitals,” the AAPL said. “Leadership training also has the added benefit of providing physicians with more well-rounded careers that can serve as an antidote to physician burnout. Leadership training will restore and maintain the position of a physician as a trusted authority among colleagues, administrators, and patients.”

AAPL Initiatives

2025 is AAPL’s 50th year. The association plans to celebrate the anniversary by increasing the visibility of the need for physician leadership and AAPL’s contributions to fill that void over the last 50 years. AAPL will also look forward to ensuring that physicians receive well-rounded training to tackle the needs of healthcare moving forward.

In addition, AAPL launched the CMO Academy in 2024, a yearlong program that started this fall. AAPL is enrolling another cohort starting in October for Fall 2025.

AAPL is also launching a series of micro-credentials over the course of the several months.

Navigating the Physician Shortage

A recent survey examined some of the reasons behind a projected physician deficit.

 The U.S. is expected to have a shortage of up to 64,000 physicians by the end of 2024, according to McKinsey & Company and the Association of American Medical Colleges (AAMC). Current projections also indicate that the physician deficit could grow to 86,000 by 2036. Healthcare organizations are facing the dire task of meeting increasing patient demands while retaining physicians.

The COVID-19 pandemic exacerbated already high levels of burnout among physicians and contributed to unprecedented departure from the healthcare industry. Future healthcare worker shortages will also be the result of nearly 20% of current physicians being aged 65 years and older, meaning they are soon to retire from the industry. The 65 and older age group is expected to rise to 23% of the population by 2050, according to McKinsey & Company, up from 17% currently. Individuals aged 65 years and older are a higher-need patient demographic, a cause for concern given the expanding gap in the physician workforce.

McKinsey & Company recently conducted a physician survey aimed at unearthing the mindsets that may be pushing doctors in the U.S. out of the workforce. The survey highlights an urgent need for healthcare industry organizations to act to combat burnout. Deploying targeted and effective solutions relies upon healthcare organizations both understanding and addressing the root causes of physician burnout and job departure.

Understanding physician shortages

McKinsey & Company based its seventh physician survey on the responses of 631 participants. Findings include survey categories such as physician turnover rates, retention challenges, why physicians leave jobs, workload and wellbeing, flexibility, inclusion in decision making, and delegation of tasks.

Approximately 35% of survey respondents indicated that they are likely to leave their current role in the next five years, according to the survey, and 60% say that they are likely to leave the clinical practice entirely. As physicians’ interest in leaving their position rises, industry turnover will consequentially increase. Fifty-eight percent of respondents showed that their desire to change jobs has grown over the past year.

When asked about the factors that influence a physicians’ decision to leave their job, respondents indicated that family needs were as critical as compensation. In the survey, 69% of respondents flagged a desire for higher remuneration. Other well-being factors, such as the demanding nature, emotional toll, and physical toll of

work (66%, 65%, and 61%, respectively), were also key determinants. Other factors include whether the respondent was involved in workplace decision making, if they had sufficient staffing support, and if they had control over their workloads and wellbeing.

More than 60% of physician respondents say that they expect to at least be consulted or have a vote on major decisions within the workplace. The majority of surveyed physicians report that the ability to take time off (87%) is important, while finding coverage when needed (77%) and the ability to work specific hours of the day (69%) are next in line. On the other hand, 38% of physician respondents share that the ability to work remotely is important. Survey respondents said that nearly 20% of their clinical time is spent on tasks that could be handed over to other employees.

McKinsey & Company suggests four priorities for healthcare organizations regarding physician burnout: consideration of compensation and incentive structures, physician lifestyle needs, involvement in decision making, and staffing and support systems.

Beverly

Supply Chain Leader Spotlight

Adrienne Ainsworth, Vice President Strategic Sourcing, Advocate Health

 Adrienne Ainsworth is the enterprise Vice President of Strategic Sourcing with Advocate Health, the fourth-largest nonprofit healthcare system in the United States, including 69 hospitals and over 1,000 sites of care. She is also the Vice President of Advocate Health Supply Chain Alliance (AHSCA), a regional group purchasing organization focused on bringing safe and effective products and services to its members at exceptional value. Ainsworth’s responsibilities include leading sourcing strategy and value analysis for supplies, implants, purchased services, pharmaceuticals, capital, and equipment planning.

Ainsworth also participates in several industry councils including the Milwaukee Anchor Collaborative focused on investing in disadvantaged and disinvested neighborhoods and businesses in the Milwaukee area, and she is a national Board Member of the Association for Health Care Resource & Materials Management (AHRMM) committed to advancing health through supply chain excellence.

Any recent stories of successful supply chain projects you can share?

As part of the Advocate Health Supply Chain cabinet, I have been laser focused on driving clinical quality, governance, and economic value across the new enterprise. ` I successfully led strategic sourcing through the merger of Advocate Aurora and Atrium Health in December 2022, driving over $100 million in supplies, drug, and services annual savings within the first year. Leveraging my experience from the 2018 Advocate Aurora merger, I hit the ground running on day one,

bringing together 30-plus Sourcing leaders virtually from Milwaukee and Charlotte to assess and benchmark nearly $2 billion in legacy contract spend within the first week of the merger, identifying immediate synergy savings, and drafting the Sourcing roadmap for the next three years.

` Supporting Advocate Health’s 22,000 aligned and medical staff physicians and 42,000 nurses, facilitating sound enterprise

decision making on product and service strategy is both imperative and a substantial challenge. Through a survey of 600-plus key stakeholders, listening sessions with decision makers, and interviews with thought leaders across the industry, the Advocate Sourcing team stood up a comprehensive enterprise value analysis program to support Advocate Health and other AHSCA members. This program shifts the mindset from simply a cost-reduction vehicle to an inclusive, multidisciplinary, clinical/data-driven program for enterprise-wide assessment of new products and formulary opportunities that enhance patient safety and quality, clinical effectiveness, fiscal responsibility, and revenue growth opportunities. The program also leans into innovative technology to enhance supply chain stability and care delivery across the enterprise.

In September, AHRMM membership elected me as a provider representative of the 2024

Adrienne Ainsworth

Analyzing Market Conditions, Drivers And Opportunities

HIDA Market Reports deliver in-depth analyses, the latest trends, and strategic projections tailored to the healthcare markets you serve.

Emphasizes the shift of care from inpatient to outpatient settings, loosening certificate-of-need laws, and hospital investments in outpatient services.

Showcases new laboratory tests, technological advancements, and the post-pandemic decline in Medicare spending on laboratory tests.

Provides insights on the growth of the home care market that is largely driven by the aging U.S. population, advancements in technology, and the rising demand for care delivered at home.

Analyzes the impact of cyberattacks, ownership of physician practices, and the growth of the urgent care industry.

Examines the increase in patient acuity levels, increased investments in cybersecurity infrastructure, and merger and acquisition projections.

Highlights the expansion of skilled nursing services, rise in occupancy rates, and finalization of the new federal staffing mandate.

advisory board. As AHRMM is a critical resource for advocacy and enhancement of healthcare supply chain issues, the advisory board opportunity allows me to serve the broader healthcare supply chain industry in setting strategic direction and influencing the next generation of supply chain professionals to advance health care through supply chain excellence.

What about upcoming initiatives you are excited to be working on?

Supply chain technology is evolving rapidly in the age of generative AI, machine, and deep learning. I’m thrilled to be exploring these capabilities with industry partners to address real-time use cases like acute labor shortages, supply chain disruptions, and shifting business priorities. For example, leveraging transaction data, we now can identify the likelihood of a critical item backorder weeks before stockouts occur, enabling our organization to pivot to other products or clinical practices to minimize patient care and operations disruption. From a contracting lens, we are exploring tools that will help identify inherent risks and recommended mitigation strategies within hundreds of existing agreements, enabling our contracting team to better prioritize areas to shore up in the near term, and generate more impactful and risk-averse sourcing events moving forward. These promising technologies will enable healthcare providers to unlock a new level of efficiency and value within the supply chain.

What motivates you as a leader?

The most rewarding part of my work is having the great fortune

of working with some of the most talented sourcing professionals in the industry. The level of professionalism, innovation, and high-quality execution within the Advocate Sourcing team is a strategic differentiator within our system. As a leader, building a supportive, empowering team culture requires intentionality and continuous improvement.

What’s the biggest takeaway for you as a supply chain leader over the last few years of marketplace disruptions?

Healthcare is experiencing a period of substantial transformation, managing through headwinds of inflation and global economic downtown, changing reimbursements tied to evolving healthcare policy, growing needs of an aging patient population, a shift of care further down the care continuum, ongoing supply disruption stemming from the pandemic, climate change, and geopolitical conflicts, and a dwindling and expensive labor pool. These factors, among others, have led to a period of mass consolidation of healthcare systems, and an urgent need for rapid cost containment and evolved productivity, while preserving and enhancing patient outcomes. Supply Chain services, now more than ever, is a critical factor in the success (or failure) of a provider’s ability to navigate these challenges. Some examples of SCM solutions include:

` Combining and optimizing system strategies in supplies, capital, drugs, and services through contract enhancement, clinical standardization, optimal inventory management, right place right time pathways, and automation

` “Tip of the Spear” integration capability – accelerating synergy opportunities in M&A, evaluating and leveraging scale to drive supply savings opportunities to immediately drive down cost and promote enterprise integration.

` Leveraging technology to harness EMR and ERP data to evaluate care variation analytics, facilitating peer-to-peer clinician discussions to share best practices, enhancing clinical quality, patient experience, and affordability.

` Mitigating risk, enhancing response time, and reduce resource burden through supply resiliency strategy and agile inventory management practices and logistics approach.

` Healthcare Supply Chain is a fast-paced, growing industry with successive career advancement opportunities, and many roles with attractive work-life balance benefits. Supply Chain professionals often interface with to the most influential leaders within the healthcare system; this unique platform positions Supply Chain as an “incubator” for young talent interested in expanding to other areas including finance, hospital administration, or quality.

What are the most important attributes of a successful supply chain team today?

Successful Supply Chains have the ability to thrive in an environment of constant change. I have found that an effective Supply Chain directly enhances patient care and clinician efficacy and safety through stakeholder and supplier partnership, bold and innovative program development, and a ceaseless passion for continuous improvement.

Supply Chain Leader Spotlight

Dallas Brummell, Chief Operating Officer, Capital Division Supply Chain HealthTrust Supply Chain

 Dallas Brummell currently serves as the Chief Operating Officer for HCA Capital Division Supply Chain. Brummell is responsible for all supply chain operations for the division, covering (15) hospitals across (18) campuses and (9) associated free-standing emergency rooms, (2) distribution warehouses and (1) medical equipment depot. He coordinates with Supply Chain functional area leaders that include Clinical Excellence, Contracting, Pharmacy, Procure to Pay and Support Services to assist in leading a team of HealthTrust professionals in the movement and availability of all supplies, equipment, and overall support for their hospitals and care providers.

Any recent stories of wins/ successful supply chain projects you can share?

Two come to mind:

Supply Chain & PPR (Physician Provider Relations) Engagement: Facility/Hospital collaboration between PPR and supply chain leadership is vital. A structured, on-going forum to review new technology, equipment, supplies and contracting needs for our providers as they onboard and/or expand services in our hospitals and communities supports them in providing high quality care.

Capital Division is in the middle of upgrading our warehouse inventory management technology. With AI integration and the ability to analyze historic data, this technology will assist in supply/demand forecasting and will ultimately optimize our overall Supply Chain.

Equipment Shared Services: While we currently manage mobile medical equipment in our central and northern Virginia hospitals, we are expanding our equipment management model to our hospitals in southwest, Virginia, New Hampshire and all associated Free-Standing Emergency Departments. Using RFID technology, data analytics, and equipment-focused leadership, mobile medical equipment is readily available when needed, has increased visibility by the caregiver, and allows for streamlined inventory management across our division.

What upcoming initiatives are you excited to get started on?

We are very excited about our Service Line Engagement Initiative; specifically partnering with service line leaders and clinicians in our Operating Rooms, Cath Labs and Interventional Labs, to better understand their needs

Dallas Brummell

as they relate to patient care: equipment needed, new technology, first-to-market and new services for the community.

We are also excited about technology upgrades and integration of AI into our systems. Capital Division is in the middle of upgrading our warehouse inventory management technology. With AI integration and the ability to analyze historic data, this technology will assist in supply/demand forecasting and will ultimately optimize our overall Supply Chain. We have already instituted AI in requisitioning of replacement equipment parts; more specifically, automating the review of SKUs across multiple item catalogs to identify the most readily available items at the best price for our hospitals. AI is an area that we are very excited about expanding to additional functional areas of our Supply Chain over the next few years.

How do you measure the success of your team and its impact on the organization as a whole?

In my mind, success is our clinical teams having quality, cost-effective supplies, equipment, and service that allows them to provide exceptional patient care. HealthTrust’s ability to add value and expand our scope of service each year is one of our key strengths.

What’s the biggest takeaway for you as a supply chain leader over the last few years of marketplace disruptions?

It is of the utmost importance to expand our vendor network and relationships and ensure that supply contingencies are in place. We, as an organization, have looked at sourcing

differently over the last few years post-pandemic; understanding that we need to have multiple ways to source critical supplies and equipment.

What are the most important attributes of a successful Supply Chain team today?

A successful Supply Chain team is adaptable and can move together with the market and/or an unexpected event to provide exceptional services in the midst of change.

imperative. In order to support the growth at our facilities approach, our Supply Chain teams review savings initiatives through value analysis, contracting/sourcing, rental expense reduction, prompt payment discounts and operating efficiencies.

What are the keys to a successful provider/ supplier relationship?

Transparent communication with our suppliers and the ability to monitor and/or measure

In order to support the growth at our facilities approach, our Supply Chain teams review savings initiatives through value analysis, contracting/sourcing, rental expense reduction, prompt payment discounts and operating efficiencies.

From a service-level perspective, our Supply Chain teams understand their impact on our patients and care providers daily. Every functional area makes a difference; from warehouse distribution, technicians stocking clinical units in our hospitals, to contracting and value-based clinical initiatives. Our goal is to support our care providers in a way that allows them to spend more time at the bedside with their patients. Our ability to have the right supplies and equipment, in the right place, at the right time is imperative to achieving that goal and allowing our clinical teams to focus on their mission.

From a financial perspective, the ability to invest funds into new technology, equipment, and hospital infrastructure is

vendor/supplier performance across our functional areas; via monthly and quarterly business reviews. Understanding potential supplier risks and external threats to our suppliers is extremely important. The pandemic was certainly an eye-opening time for many organizations; specifically related to the overall inability to provide goods/services. In our world, these goods and services still need to be available for our clinicians to provide care for our patients. Today, more than ever, we and our vendor partners understand the importance of having sourcing contingencies and the ability to pivot amongst our contract portfolio to make sure we are providing quality products timely for our care providers –regardless of external factors.

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Facing Healthcare Challenges Headfirst

Supply chain leaders discuss major challenges issues facing the various stakeholders in today’s healthcare market.

By Pete Mercer

 The challenges the healthcare industry faces daily are nothing new – anyone who works in healthcare can tell you it comes with the territory. No challenge is insurmountable though – it’s all about finding creative ways to face those challenges headfirst.

At the Association of National Account Executives Annual Conference, Brent Petty moderated a conversation between Dameka Miller, VP, Strategic Sourcing for Trinity Health, and John Dockins, Executive Director, Strategic Sourcing for Cleveland Clinic, discussing the major challenges and issues facing the various stakeholders in today’s healthcare market.

The ANAE Annual Conference provides an opportunity for ANAE members and prospective members to network with their peers and customers, while hearing from leading supply chain executives and GPOs on working successfully with IDNS.

Looming cybersecurity threats

Cybersecurity attacks are becoming more and more commonplace in healthcare, revealing a frightening vulnerability in the care continuum. How are healthcare providers supposed to prepare for a cybersecurity threat?

Dockins said, “Cybersecurity threats are real – I think they are going to continue, and they

are definitely on the rise. I think we must solve this one together, between us all in this room, suppliers, GPOs, and providers. Let’s get CISO’s talking, let’s get those information security people talking with each other. We need to open the dialogue about how we harden and secure the network across the spectrum.”

Creating that dialogue about securing healthcare networks could be a critical step towards avoiding cybersecurity disruptions. While some disruptions might only affect the financial

services and payroll departments of healthcare providers, the most significant concern is a doomsday scenario that Dockins described later.

“I imagine this big red button that our CISO has access to when we are notified of a breach, and he pushes the red button and everything is cut off. Great. What if tomorrow that call comes in and says that patient monitoring is being affected? Can’t disconnect it. In the moment, you don’t know what the breach is. Is it a data breach? Would it impact the

actual software of the equipment? Would it start to manipulate monitoring results? How would we deal with that? I don’t know if there’s an answer to that. I still get chills to myself because what keeps me up at night is how to keep our patients safe during something like that.”

That scenario is something that has been top of mind for Trinity Health’s CEO, Miller said. They recently launched a cross-functional team that is challenging everyone to imagine a scenario like that and how they can best respond to it. “We already have a separate IT system set up, so if there’s ever something that attacks our system, it’s going completely offline.”

Implementing artificial intelligence

Artificial intelligence is one of the hot-button issues across the board, but the potential of implementation in the healthcare space is an interesting exercise in simplifying processes throughout the care continuum. Miller discussed how her team is using artificial intelligence to improve their outcomes by taking over those routine tasks.

“We have a version of AIinformed bots that are doing the work in our procurement and accounts payable teams,” Miller said. “We’ve been able to program routine tasks so that two bots are able to do the work for about 10-plus FTEs now. We are also excited about the implementation of a contract life cycle management system with AI built into it, which will give us a better idea of how reimbursement and what we’re paying to the supply chain side are matching up. Finally, my

team is using ChatGPT for thirdparty research.”

Dockins is looking to artificial intelligence for real-use cases in large language models. “It’s just taking massive amounts of data from multiple systems and putting it in one giant pot to predictably tell you what is happening or going to happen for things like different reimbursements by geography, demand planning, planning for backorders and allocation, and real-time inventory tracking.”

clinical evidence? What’s the reimbursement? What’s the potential cost impact? And positive or negative, the wound council is going to look at it and figure out if that’s the best thing for us to do because sometimes the low-cost solution is not always the best solution.”

The pandemic made the supply chain famous, bringing people like Miller and Dockins out of the basement and into critical conversations with the C-suite. That brings plenty of opportunities to improve efficiency and identify

Value analysis is a set of techniques, knowledge, and skills used to improve the value of a product by eliminating unnecessary costs or improving its functions without compromising its quality, reliability, and performance.

The role of value analysis

With a value analysis team, providers are equipped with the knowledge and resources they need to make better decisions on the supplies and products that the hospital purchases. Value analysis is a set of techniques, knowledge, and skills used to improve the value of a product by eliminating unnecessary costs or improving its functions without compromising its quality, reliability, and performance.

“At Trinity, we have what we call a clinical framework,” Miller said. “We have a clinical framework team that has oversight of, for example, wound care, and we have representation from across the country to weigh in on wound-type decisions. Our value analysis team is plugged into that, and they are tasked when something is new and emerging in the market. What’s the

challenges in front of the major decision makers in the hospital, but it also creates an environment with more oversight on all the decisions that need to be made.

Dockins said, “If we look at the inpatient floors, I think we’d all agree that nurses are consistently stretched thin. They’re asked to do more, there’s fewer of them. We could probably spend the rest of the day talking about that challenge. However, traditionally, account executives have resources within your organization that you could apply and potentially come and put them on the floor for a temporary time basis and help us figure out if there is a better way, right? That’s where I think value analysis could go. That’s where we’re trying to push it. Yes, we’ll look at clinical evidence, yes, we’ll look at reimbursements – but how do we look at outcome data?”

IDN News

Community Health Systems’ Northwest Healthcare to acquire 10 Carbon Health Urgent Care Centers

Northwest Urgent Care, LLC, a Tucson, Arizona, subsidiary of Community Health Systems, Inc., has signed an agreement to acquire 10 Arizona urgent care centers from Carbon Health.

Northwest Urgent Care, LLC is part of Northwest Healthcare’s integrated healthcare network serving Tucson and its surrounding communities. This strategic acquisition will expand capacity and increase Northwest Healthcare’s network to more than 80 sites of care when the transaction is completed in the fourth quarter of this year.

UPMC and VA Healthcare–VISN 4 announce rollout of Community Nurse Liaison Program to assist veterans

VISN 4 announced a Pennsylvania statewide rollout of the VA–UPMC Community Nurse Liaison Program, extending services to veterans by offering care coordination, better hospital admission and discharge planning and improved inpatient experiences. Community nurse liaisons help improve care provision and ensure that post-emergency follow-up care is directed in a way that best meets veterans’ needs.

Joel Yuhas, executive vice president, UPMC, and president, UPMC Health Services Division, along with Timothy W. Liezert, network director, VA Healthcare–

VISN 4, have signed a memorandum of understanding (MOU) implementing the Community Nurse Liaison program at eight UPMC hospitals. The Program enhances and expands VISN 4’s collaboration with UPMC, providing a seamless transition of care for veterans after an inpatient stay by coordinating discharges, identifying veterans who are not in the VA system and enrolling new veterans into VA health care.

Intermountain Health recognized as best healthcare employer in Nevada by Forbes Intermountain Health was recognized as the top healthcare employer in Nevada in the 2024 Forbes Best Employers. This is the first time Intermountain Health has landed on the Forbes list for Nevada. Overall, Intermountain was sixth employer rated among all companies in the Silver State.

Intermountain entered the Nevada area with the acquisition of Healthcare Partners in mid2019. Now, the healthcare system has over 65 clinics in Southern Nevada, stretched from Pahrump to Mesquite.

A new 90,000 square foot healthcare facility, the Badura Clinic, was also recently announced with a groundbreaking in May. This new building that is located southwest Las Vegas will house numerous clinics and services including pediatrics,

women’s health, adult primary care, senior primary care, and cancer care that includes radiation and oncology.

Vizient and Qualtrics announce strategic partnership to develop predictive experience metrics

Vizient, Inc. and Qualtrics, the leader and creator of the experience management category, announced an innovative strategic partnership to employ experience metrics to transform the way healthcare organizations measure and improve performance. The partnership will help organizations more deeply understand relationships between quality, safety, and patient experiences. This collaboration will move beyond traditional siloed measurement, combining key metrics and benchmarks Vizient and Qualtrics measure in order to drive meaningful improvements in patient outcomes and operational efficiency.

University of Utah Health, Memorial Hermann Health System, and Stanford Health Care – leaders in both clinical care and patient experience – participated in a pilot analysis for this groundbreaking initiative. The results of an initial analysis, presented this week at the Vizient Connections Summit, linked patient experience metrics such as clearer medical provider communication to important clinical outcomes, like emergency room visits, complications, and readmissions.

Recent Regulations Impacting the Medical Supply Chain

 In an era of divided government and Congressional gridlock, more and more of healthcare policy is set via regulations from federal agencies. HIDA monitors regulations that apply to our industry, and frequently comments on proposed regulations that might adversely affect the medical supply chain.

Among recent regulatory developments are the following:

DSCSA Implementation: Since Congressional passage in 2013, implementation of the Drug Supply Chain Security Act (DSCSA) has been an ongoing process. Because the healthcare supply chain is highly connected, cooperation between public and private stakeholders has been essential. HIDA recently shared with federal partners the results of a member survey on the progress of DSCSA implementation.

` Approximately 70% of healthcare distributors surveyed said that they have received electronic serialized data from manufacturing partners, but that data is not always timely, accurate, and/or complete.

` When HIDA asked respondents if they would be fully ready to implement DSCSA requirements when the stabilization period ends on November 27, 2024 – 25% said they would be ready.

These results show the industry’s commitment to DSCSA implementation as well as the varying degrees of readiness depending on size of company and trading partner readiness. HIDA has requested that distributors be given an additional six to eight months for DSCSA implementation.

Drug Shortages: In the FY 2025 final payment rule for inpatient hospitals, the Centers for Medicare & Medicaid Services (CMS) established a separate payment for establishing and maintaining access to essential medicines. To help mitigate future drug shortages, CMS finalized its proposal to establish a separate payment to support

small, independent hospitals in establishing and maintaining a buffer stock of essential medicines. CMS focused on these hospitals as the agency believes they are vulnerable to supply disruptions because they lack the resources of larger hospitals that are part of a chain organization.

Nursing Homes: Payments to Skilled Nursing Facilities (SNFs) will increase by 4.2% or $1.4 billion in Fiscal Year 2025. The 4.2% increase is calculated based on the SNF market basket percentage increase of 3.0%, plus a 1.7 percentage point forecast error adjustment, minus a 0.5 percentage point productivity adjustment.

Tariffs On Medical Products: The Office of the U.S. Trade Representative (USTR) announced that Section 301 tariffs on a variety of medical products would take effect on September 27, 2024. These tariffs would be phased in over two years on medical products such as facemasks, gloves, and syringes. Tariffs on facemasks would increase by 50% by 2026 and medical glove tariffs would increase by 100%. For medical syringes and needles, tariffs would immediately increase by 100% but the USTR excluded enteral syringes from this increase until January 1, 2026.

As a voice for the medical supply chain, HIDA advocates for the healthcare distribution industry with regulatory agencies in the federal government. Federal regulations impact our industry across the continuum of care – tariffs levied at the port, drugs traced across the country, and nurse staffing at the bedside. By working collaboratively with both public and private sectors, HIDA continues to shape policies that enhance the accessibility and quality of healthcare products for all stakeholders.

Christina Lavoie, Director of Policy, Health Industry Distributors Association

Industry Gathers at the 2024 Streamlining Healthcare Expo & Business Exchange

 Healthcare distributors, manufacturers, providers and federal partners gathered in Dallas for the 2024 Streamlining Healthcare Expo & Business Exchange presented by the Health Industry Distributors Association.

Best-selling author Sebastian Junger delivered a keynote address about the lessons business leaders can learn about resiliency and adversity from the working lives of men and women in some of the world’s most demanding jobs and most dangerous professions.

HIDA hosted a Supplier Diversity Summit that featured educational, networking, professional development opportunities for minority-owned, womenowned, and veteran-owned manufacturers and distributors, as well as for companies that want to connect with diversity partners.

At the Chairman’s Dinner, William Abrams, Executive Vice President of Distribution for Medline Industries was honored with the 2024 John F. Sasen Leadership Award – for recognition of his exceptional leadership, commitment, and service to the healthcare distribution industry. The evening also witnessed the passing of the ceremonial gavel as Chair of the HIDA Board of Directors from Brad Hilton of McKesson Medical-Surgical to Lisa Hohman of Concordance Healthcare Solutions.

Education panels throughout the conference focused on

emerging trends in healthcare. As life expectancy increases and the senior population ages, Medicare has become an even bigger proportion of the payer mix. Meanwhile, new commercial entrants are disrupting the market previously held by providers for key outpatient surgical procedures, while virtual care and telehealth has exploded. The inherent competitive nature of the healthcare system poses challenges for access.

Federal partners from agencies such as the HHS Administration for Strategic Preparedness and Response were on hand to demonstrate the close working relationship between public and private sectors to secure the medical supply chain from pandemics and future natural disasters.

Unforgettable Experiences

What the mouse can teach us about customer service.

By Pete Mercer

 Take a moment to think about your favorite brands – whether it’s Apple, Chick-fil-a, Netflix, or Toyota, there’s a reason why each of these brands keep people engaged with their products. While each of those companies produces top-of-the-line products, their competitors by and large offer similar things across the board. What is it that makes a company stick out from the competition, especially when the offerings are practically the same?

At the end of the day, it comes down to the customer experience. The most important way for brands to differentiate themselves in an oversaturated market comes down to how they make their customers feel.

Repertoire Magazine recently spoke to Dennis Snow, a customer service expert, about what the customer experience should look like in 2024, the role that employee engagement plays in the overall customer experience, and how Disney has helped to shape Snow’s approach to the topic of customer experience.

Starting out at Disney

Very few companies have a customer experience impact like Disney. From media and entertainment to theme parks, Disney is a household name in a way that no other company can replicate or compete with. Each touchpoint is designed to cater to the specific interests of its customers, creating a truly immersive customer experience whether you’re walking into one of the parks at Disney World or using Disney+ from the comfort of your own home.

Dennis Snow

Snow’s career started at Disney World where he worked as a ride operator in the parks. He spent 20 years at Disney, serving in various roles and capacities, until he decided to set out on his own and help other organizations bolster their customer experience approach.

He said, “When it comes to the experience, it’s the entire journey that a customer goes through from start to finish, of which the product is certainly a part of that. But from the initial point of contact, the interactions, any negotiations that might be involved, the delivery – that’s all part of the product today.”

Because so many products serve the same function, it can be dangerous to rely on the product to do the heavy lifting for your customer touchpoints. You have to dig deeper to provide an experience that will stick.

“That’s one of the things that we really reinforced at Disney –we’re not selling rides because rides are commodities,” Snow said. “My guess is wherever you are, there’s probably an amusement park where you can get rides. Sure, Guardians of Galaxy is an amazing ride, but it costs half a billion dollars to build. They can’t compete just on that. It’s all the touch points throughout that experience. That’s what drives loyalty and connection.”

How company culture team impacts the customer experience

The culture of your organization plays a huge role in the customer experience, and the leadership team acts as the thermostat for the organization. There’s a trickle-down effect that often happens in companies, wherein the attitude and tone set by

the leadership will trickle down to the rest of the departments and teams within the company.

This has a direct impact on the customer experience. Snow said, “You can go into any organization, even hospitals, and you can tell immediately when the culture is focused on the quality of the experience. You can also immediately tell when it isn’t.”

For Snow, the first step is to design what the customer experience is supposed to be – how it’s supposed to look, what processes are involved, and what it takes to make things right when it goes wrong. Early on, you need to establish a foundation for how your organization is going to treat its customers and how it’s going to shape the customer experience.

With that in mind, it’s important to ask yourself a series of questions like: Are you hiring people that are wired to deliver that kind of experience? Is the importance of the customer experience built into the onboarding process?

Additionally, you should figure out how your company is different from all your competitors and how your team can express that. All too often, organizations focus on the wrong things to build an ultimately ineffective approach. “I think where a lot of organizations get it wrong, they think it’s about just the product and the price of the product. But products are mostly commodities. Regardless of what the product is, people have a ton of choices out there.”

Building an experience that matters

In “Field of Dreams,” Kevin Costner’s Ray Kinsella hears a disembodied voice giving him a vague, somewhat ominous message“If you build it, they will come.” Following those instructions,

he builds a baseball field in his cornfield that will eventually bring hundreds of people to watch a baseball game.

This will also work with your customer base – if you build a customer experience that matters, the customers will come. Here are three key components to building an experience that Snow learned from working at Disney:

1 Use the lens of the customer – Put yourself in the shoes of the customer to see exactly what your customer experience looks like from the other side.

Snow said, “Try to anticipate the issues, anticipate their needs and wants, and make it as seamless as possible. Many organizations design things for their own convenience, through their own lens.”

2 Every detail speaks – Every detail along the customer journey speaks to the overall experience, from the purchasing process to the tone of voice that the customer service uses on the phone. “As an example from my Disney days, there would be a significant disconnect from this place of great beauty if the parks were littered with trash,” Snow said.

3 Little moments of wow –While it might seem cliché, little moments of wow really do matter. “Those little wow moments add up,” Snow said. “Over the course of someone’s stay at Disney, there are multiple touchpoints. I believe those things can be applied to any organization – for example, the follow-up calls from a sales rep to check in and make sure everything is working the way it’s supposed to.”

Health News

COVID-19 decreases to 10th leading cause of death

The COVID-19 pandemic has been one of leading causes of death since 2020. COVID was the underlying cause of more than 76,000 deaths in 2023, and almost 1.6% of the nation’s total deaths, according to the Centers for Disease Control and Prevention (CDC). The 2023 death rate from COVID decreased from 245,000 in 2022 (5.7% of total deaths).

At its peak in 2020 and 2021, COVID was the third leading cause of death in the U.S. COVID has now fallen to 10th leading cause of death in the U.S., down from the fourth leading cause of death in 2022. COVID deaths in the U.S. fell 69% from 2022 to

2023, according to the CDC. The findings are estimates based on U.S. death certificates.

The CDC states that despite the decreased death rate resulting from the disease, the COVID-19 virus is still a continued threat, especially to older adults and individuals with medical conditions. COVID deaths have decreased for most of the population, but for those ages 85 and up, deaths are still high.

The decrease in Covid deaths is likely due to widespread immunity from vaccines and previous infections, according to the CDC. The antiviral medication Paxlovid has also reduced the likelihood of hospitalization and death from COVID-19.

Sugar substitute erythritol may increase cardiovascular issues

Erythritol is a sugar substitute commonly found in reducedsugar products. Erythritol is commonly used in sugar-free foods and sugar substitute products. A research study published recently from Cleveland Clinic has found that consumption of erythritol may increase an individual’s risk of cardiovascular events such as heart attack and stroke. Researchers found that consuming a 30-gram serving of erythritol sweetener resulted in more active blood platelets for the health study participants. More active blood platelets can increase the risk of blood clots, according to the Cleveland Clinic.

Sugar-free products are often recommended as a sweetener substitute for people with obesity, diabetes, or metabolic syndrome to manage sugar and calorie intake, according to CBS News and Cleveland Clinic. Individuals with these types of conditions are already at a higher risk of cardiovascular events.

Erythritol is currently classified by the U.S. Food and Drug Administration (FDA) as generally recognized as safe (GRAS), allowing the sweetener to be used by food manufacturers without restriction in edible products. The Cleveland Clinic report is still in the research phase, and consumers should be vigilant about what they are purchasing to ensure that they are not consuming copious amounts of any certain type of food.

Sun and skin cancer safety

Sunscreen can guard against the sun’s harmful rays, but many people don’t realize that some medications and creams can undo that protection and can impact the effectiveness of sunscreen.

According to the U.S. News and World Report, there are numerous external factors that contribute to the skin being more sensitive to UV rays. Certain medications can render skin more vulnerable to sunlight, as they contain ingredients that can trigger a physical reaction when exposed to UV light, according to the U.S. Food and Drug Administration. Medications such as hydrochlorothiazide for blood pressure, and antibiotics such as ciprofloxacin and doxycycline to treat a wide variety of conditions, are just a few examples.

Additionally, some beauty products, such as over-thecounter retinol serums and skin exfoliants, (especially those that contain alpha and beta hydroxy acids) can increase skin’s photosensitivity to sunlight. These types of exfoliants help remove the dead skin layer that brightens completion, but at the same time, they make the skin more vulnerable to the sun.

Increased exposure over time to harmful UV radiation can result in an increase in skin cancer rates. For these reasons, using sunscreen and frequently reapplying it when outside is very important, according to the U.S. News and World Report. Individuals should use SPF 30 or higher sunscreen every day, especially when spending long periods of time outside, and sunscreen should be worn underneath makeup or other skin care products.

Mayo

Clinic study

finds dysfunctional white blood cells linked to heightened melanoma risk

About 8 to 10 million Americans over age 40 have an overabundance of cloned white blood cells, or lymphocytes, that hamper their immune systems. Although many who have this condition – called monoclonal B-cell lymphocytosis (MBL) – do not experience any symptoms, a new study shows they may have an elevated risk for several health complications, including melanoma, a form of skin cancer. The findings, by Mayo Clinic researchers, are published in a new paper in the Journal of Clinical Oncology.

People with MBL fall along a spectrum that spans from a low amount to a high amount of these dysfunctional lymphocytes. Previous research has shown that MBL is a precursor to a type of blood and bone marrow cancer known as chronic lymphocytic

leukemia (CLL). People with CLL also have a heightened risk of melanoma.

Telehealth

utilization increased nationally in June, decreased in Midwest

In June 2024, telehealth utilization increased nationally and in the West, Northeast and South, but decreased in the Midwest, according to FAIR Health’s Monthly Telehealth Regional Tracker. Nationally, telehealth claim lines rose from 4.82% of medical claim lines in May to 4.89 percent in June, an increase of 1.5 percent. In the West, the telehealth share of medical claim lines increased 1.4%; in the Northeast, it rose 0.8%; and in the South, it rose 0.3%. In the Midwest, the telehealth share of medical claim lines fell 1.7%. The data represent the commercially insured population, excluding Medicare Fee-for-Service, Medicare Advantage and Medicaid.

Bill Barefoot: A Friend to All

Bill Barefoot was an encouraging presence to customers, colleagues – and even competitors – in his years as a med/surg rep in Western Pennsylvania.

 Growing up, Kevin Barefoot remembers how much he enjoyed watching how his father Bill went about his work as a medical sales rep. “I liked how my dad balanced his work and life and was available for us for certain events; coaching baseball, taking us to hockey tournaments all over the northern United States and Canada,” said Kevin.

Kevin and his brother David would sometimes go on appointments with Bill while their mom taught art classes at Carnegie Mellon University. They’d hang out in purchasing with the folks there and color or draw while Bill would put on sterile processing gear and go to the OR to talk to clinicians. “I always thought, ‘Man, this is cool,’” Kevin recalled. “My dad is some kind of doctor or something, but he sells stuff.’ I didn’t really understand it, but I thought it was neat because I felt like he was helping people in healthcare.”

Indeed, Bill’s legacy positively affected an incredible amount of people in the med/surg community, according to those who spoke with Repertoire Magazine. He also helped pave the way for sons Kevin, who is a partner at MTMC and David, who is currently a territory manager for Flexicare Medical.

Bill Barefoot, aged 81, passed away on July 8, 2024, in Pittsburgh. Born Feb. 1, 1943, Bill was a beloved husband, father, grandfather, brother, and friend. He was a man whose life

was a testament to the joy of simple pleasures, according to a written tribute of him. Bill’s love story with his wife, Patricia, spanned over 70 years, beginning in their youth and blossoming into a marriage of 58 years. He relished time at his pool with his family and friends, especially his six grandchildren.

Barefoot’s award-winning sales career spanned over four decades, including time at Stuart Medical and Owens & Minor

Larry Conley first met Bill Barefoot as a competitor. In the early 1980s, Conley worked for Stuart’s Drug and Surgical Supply, Inc., while Barefoot worked in the

same territory for Wilbur Ross. After a couple of years, Barefoot came to work for Stuart’s.

Eventually Stuart’s was sold to the Hillman Company in the late ’80s. Conley would leave to start his own business in the medical field. Barefoot stayed, and when the company was eventually purchased by Owens & Minor, he continued on as a sales rep for quite a few years more.

“We were very close,” Conley said. Barefoot’s son Kevin and Conley’s son Michael grew up as friends and played hockey together since they were 8 years old.

“I can honestly tell you this, in all the years that I’ve known Bill, which goes back to the early 1980s, Bill never had a bad day,” Conley said. “He was always very open, very happy, willing to help you. He was one of those people who never had a bad day. You never saw him cross, you never saw him get upset. He always had a smile on his face and was always dressed impeccably. At the time, we were all wearing suits, and Bill was always the sharpest dressed guy.”

Barefoot was truly concerned about his customers, Conley said. He never spoke ill about anybody, least of all a customer. If he lost some business or an account, he never disparaged the person who got the business from him. “Bill would always just work harder trying to get it back, but he was never down.”

Knowledge and warmth

Tim Nedley first met Barefoot in 1992 as a new manager at Stuart’s. Nedley ran the night shift warehouse at the time. He was young, in his mid-20s, while Barefoot was a veteran rep in his late 40s.

“I was an operations guy in a room full of salespeople, and normally salespeople and operations people didn’t always mix,” Nedley said. The first thing Nedley remembers about Barefoot was how kind and warm he was. “When I think of him, I think of the smile on his face, and you’d probably hear that from other people,” said Nedley. “He was respectful of me as a very young manager with a fair amount of responsibility. I could ask him questions and not feel like it was a dumb question.”

Nedley would eventually make the shift to the provider side of the supply chain at UPMC in Pittsburgh. His duties included distribution center operations and hospital operations, and he had lots of opportunities to work with Barefoot. “We picked up where we had left off,” Nedley said. “I spent nine years in North Carolina before my time at UPMC and didn’t get a lot of face time with Bill then, but I would call him to pick his brain and ask him some questions when I needed some

clarity. But it was great to be back in the saddle and working with him on a weekly basis.”

Bill was one of the few people that Nedley came across with both the knowledge and the personal skills to have everybody want to work with him. “I don’t know that there are many people out there that I’ve worked with in my 30 some years that had both of those things,” he said. “There are a lot of people with really good knowledge and cruddy personal skills, and then there are a lot of people with great personal skills that just don’t have the knowledge. Bill put it all together and never made you feel like a burden when you had questions for him.”

Kevin said his father had a knack for making people feel comfortable around him. “I never heard of a customer or anyone else ever getting mad at him,” he said.

People gravitated toward Barefoot. Kevin said he can remember being in high school and sometimes listening around the corner when his father was on the phone with a customer. “Especially as I got older, I got a little more interested thinking, ‘someday I’m going to have to have a career. I want to hear what this is all about,’” Kevin said. “I can remember these people wanting to just talk about their personal lives for a while. It was like he was a therapist for some of these people. They were customers but they were also friends.”

Barefoot was always fair with people, Conley said. During the ’80s, private label products started to come into fruition. “As a rep, it meant you could keep your margins up by selling something that maybe wasn’t as high quality as the manufactured products in the U.S.,” Conley said.

Barefoot never did that. If it wasn’t a good quality piece, he would not sell it. “People would try to tell him, ‘Bill, you could sell this and make more margin for yourself.’ Keep in mind that in those days, we were all on commission,” said Conley. “You made a percentage of the gross profit, so it would behoove you to increase your gross profit. Some guys did that. Bill would always look at the price, but then look at the quality of the product, and if it didn’t meet up, he would never go out and push something just to make more money off of that item.”

People in the industry respected that over the years. “If he brought something into a hospital to sell, his customers always felt that it was a quality piece,” Conley said. “It wasn’t something that he was trying to sell just to make more money.”

Personal encouragement

In the early ’90s, Russ Haythorn was a buyer at UPMC, and Barefoot would call on Haythorn as a sales rep for Owens & Minor. “Bill always had a smile on his face, and he was always telling a little joke,” said Haythorn, now Director of Procurement Services at Allegheny Health Network. “Bill wasn’t a stereotypical sales rep. He had the best interest of his company and your company in mind, so he wasn’t trying to make an extra buck or pull a fast one on you. He had a high level of integrity.”

Haythorn said as the years went by, he came to know Bill and his wife Patty on a personal level outside of work. “Bill and his wife Patty gave us some insight into adoption,” said Haythorn. The Barefoots adopted domestically and were supportive of the

Haythorn’s eventual international adoption of their daughter. “We were having trouble having a family, and the Barefoots helped us get over the hurdle of making that decision, that it really doesn’t matter where your child comes from, they just immediately become an integral part of your family and you love them just the same as you would any other.”

At some point the two families realized they lived close to one another, maybe two miles apart. The Barefoots lived next to a big church in the community that had a light up night around the holidays and would always invite the Haythorns over to celebrate.

“They’ve always wanted to know how our daughter was doing,” Haythorn said. “Bill and I had breakfast around Thanksgiving last year and he was still asking about our daughter and how she was doing. She’s 22 now.”

Meeting “the mayor”

Barefoot was like the “Mayor of Western Pennsylvania’s supply chain,” said Chad DiNunzio, executive account director, Integrated Delivery Networks, Medline Industries. DiNunzio started at Medline in June 2000 and competed for business with Barefoot in the early 2000s.

“Back in the day, you would have a sign-in sheet at the materials management office,” DiNunzio said. “You would sign in and sit in the waiting room before you’d be allowed back to talk to a materials manager. Of course, you would look at the logbook to see who signed it before you. Often, I would see Bill’s name. It seemed like we were on the same itinerary, but I was always

a step behind Bill. He would come over and pat me on the shoulder and say, ‘good luck kid.’”

Barefoot was always gracious to DiNunzio, even though they were competitors. “In a way, he took me under his wing and would give me some pointers,” DiNunzio said. “Clearly, he had no reason to do that whatsoever, outside of just being a really good person. We became friends, and I also became friends with his son, Kevin, who was a contemporary of mine.”

A great mentor and friend Nedley said it was always fun when Bill was around. Even if people were having a bad day, Barefoot would encourage people to get the work done without taking themselves too seriously in the process.

“That’s probably the legacy I take away from him,” Nedley said. “I’ve always said that if I’m not having fun, it’s time to do something else – and that’s Bill’s impact on my career, because he was fantastic. It’s just boiling it down and saying, ‘Let’s take a minute. Let’s think about this and look at the big picture.’”

Conley believes Barefoot’s business legacy in Western Pennsylvania is second to none as far as medical distribution is concerned. “He was a great mentor to some of the people that came after him that were hired at Stuart’s. They always looked up to him,” he said. “Bill never dodged a phone call. He would always answer the phone and do whatever he could to help you out.”

Industry News

BD expands capacity for advanced prefillable syringes and enhances injection experience for the next generation of biologics

BD announced the commercial release of the BD Neopak™ XtraFlow™ Glass Prefillable Syringe and the latest capacity expansion of the BD Neopak™ Glass Prefillable Syringe platform to serve the growing market for biologic therapies.

The BD Neopak™ Glass Prefillable Syringe platform is designed to address key development needs for biologic drugs and our customers have received approval to utilize this platform

for more than 24 indications, including Crohn’s disease, atopic dermatitis, cardiovascular disease and various rare diseases.

BD has expanded usability of this platform with the commercial release of the BD Neopak™ XtraFlow™ Glass Prefillable Syringe. This solution features an 8-millimeter needle length and thinner wall cannula to optimize subcutaneous delivery of higher viscosity drug profiles by reducing the injection force and time required for a fixed solution viscosity. This improvement allows pharmaceutical developers to break design barriers,

QuidelOrtho appoints Lee Bowman as Chief Human Resources Officer

QuidelOrtho Corporation announced the appointment of Lee Bowman as Chief Human Resources Officer (CHRO). In this pivotal role, Bowman leads QuidelOrtho’s human resources strategy, driving initiatives that bolster a dynamic and inclusive workplace culture. Bowman reports to Brian Blaser, President and Chief Executive Officer. Bowman brings over 25 years of experience in human resources leadership, with a distinguished career that spans key roles in major industries. Most recently, he served as the Senior Vice President and Chief People Officer at RadNet, a leading healthcare technology company, where he led transformative initiatives in workforce engagement, diversity and inclusion, and leadership development. His career also includes significant contributions at Edwards Lifesciences, Levi Strauss & Co., and Target, where he led high-impact HR strategies that prioritized team development and organizational growth.

enhancing flow and usability beyond today’s limits versus a standard half-inch needle.

Owens & Minor names

Jonathan Leon Executive Vice President, Chief Financial Officer

Owens & Minor, Inc. announced that Jonathan Leon has been named Executive Vice President, Chief Financial Officer, effective immediately. Leon will maintain his corporate treasurer responsibilities while a search for his successor is underway. Leon has been with the company since 2017, most recently serving as Interim Chief Financial Officer and Corporate Treasurer since June 2024. He will report directly to Edward Pesicka, President and Chief Executive Officer of Owens & Minor.

Leon brings more than 25 years of corporate finance, treasury and strategy experience to the role. Previously, he served as Senior Vice President and Corporate Treasurer at the company, leading its financial operations since 2017. He was also involved in the company’s investor relations, corporate finance, mergers and acquisitions, and corporate development efforts.

Before joining Owens & Minor, Leon spent 18 years at The Brink’s Company, where he served as Treasurer and in several related investor relations and corporate finance roles. He earned a B.S. in Finance from the University of Connecticut.

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.”

– William Arthur Ward

The Share Moving Media team appreciates all of our loyal readers and advertisers.

We are truly thankful for the wonderful industry we have the privilege to serve.

MedPro to provide sales and support for Oakworks Medical MedPro Associates, LLC announced it will partner with Oakworks Medical to provide sales and support for local, regional, and national distribution partners. MedPro will actively sell Oakworks products in the acute, non-acute and government markets. Oakworks Medical offers a wide array of imaging tables, ultrasound tables, exam and physical therapy tables, patient positioning devices, and accessories, all meticulously crafted to provide cutting edge designs that balance the needs of both patient and practitioners. Oakworks Medical quality management system is independently certified to ISO 13485.

Doug Harper and Tom Hill join the MTMC Advisory Board MTMC announced that Doug Harper and Tom Hill will now serve on the MTMC Advisory Board.

Harper has served the medical industry for over thirty years, having founded MedCo Systems at age 27, a New England based physician supply distributor. Harper later sold MedCo Systems to the company Physician Sales & Service (PSS). In his career, Harper went on to lead within numerous senior executive roles, formerly working at PSS as VP of sales & marketing, Brewer Medical as President, and Invacare Corporation as Group VP of North America. Harper currently sits on the Board of Directors for six renowned medical industry companies and serves as an advisor within the healthcare private equity and investment banking sectors.

Henry Schein builds nearly 23,000 hygiene kits for families at Ronald McDonal House Charities around the world

Henry Schein announced that more than 2,300 Team Schein Members from around the world have joined together to build nearly 23,000 hygiene kits for families with children facing serious medical illnesses. TSMs built the kits as part of the Company’s fourth “We Care Global Challenge,” an initiative that aims to bring colleagues together under the shared mission of “helping health happen” for people and communities in need.

Intended to help provide hope, comfort, and care, the kits will be distributed to Ronald McDonald House Charities globally, in partnership with Heart to Heart International. Each kit contains personal hygiene and comfort items, including mouth rinse, toothpaste, floss picks, hand sanitizer, lotion, and more.

TSMs in the U.S., Australia, Canada, China, Ireland, and the UK assembled the kits at national sales meetings, local Company offices, and distribution centers.

Team Schein has built nearly 93,000 kits since the program’s inception.

Since Henry Schein’s inaugural We Care Global Challenge in 2018, the Company has partnered with Heart to Heart International under the shared mission of improving access to health care throughout the world.

The We Care Global Challenge is an initiative of Henry Schein Cares, the Company’s global corporate citizenship program. Team Schein has built nearly 93,000 kits since the program’s inception, benefitting organizations including Save the Children, the German Breast Cancer Society, the Canadian Cancer Society, the Australia-based McGrath Foundation, and the American Cancer Society. More than 6,000 TSMs have participated in We Care Global Challenge events.

Hill is currently the CEO of Marketlab, a rapidly growing manufacturer and distributor of specialty products designed to meet the unique needs of healthcare workers. The Marketlab family of brands includes Sharn, Newmatic Medical, Cone Instruments, Hopkins Medical

Products, Bowman, and MediTech. Under Hill’s leadership, Marketlab has transformed from a print-catalog business model to a customer and product-centric business via a nationwide field sales force, partnerships with distributors, and a strategic relationship with MTMC.

How Sterilization Affects Today’s Outpatient Care

The COVID-19 pandemic brought a new sense of urgency around infection prevention in outpatient centers. For health systems, balancing care with challenges such as payment models that have shifted, patient demographics, staff shortages, new regulatory implications, and outpatient growth have impacted where and how instrument processing is taking place.

In a recent Repertoire Magazine podcast, Scott Adams interviewed Ben Hill, Marketing Manager for the Instrument Processing Product Category at Midmark, on sterilization and its impact on outpatient care. Midmark helps physicians and care teams deliver exceptional patient care through seamless room design, better equipment, smarter workflows, and integrated technologies.

“Health systems are spending more time than ever reprocessing instrumentation. To overcome industry challenges, staff need a better understanding of the healthcare facility, its equipment, and the workflow design,” said Hill. “Regardless of the size or shape of the instrument processing area, it’s important for staff to choose an equipment design that supports a standardized workflow. When workflow can be consistently reproduced by staff, it makes the process easier and helps ensure that staff are adhering to clinical best practices and compliance guidelines.”

Every healthcare facility likely has room for some kind of improvement, according to Hill. At times, processing rooms in healthcare facilities may not be dedicated specifically to instrument processing,

which can make it difficult to meet certain quality metrics. Additionally, in dedicated instrument processing rooms, staff may not have a dirtyto-clean workflow, or they may not have a clear start or endpoint, which can create risk of contamination. There are, however, many different solutions for healthcare facilities to approach these issues and optimize instrument processing workflows.

The next generation Midmark® Steam Sterilizer is designed for durability and ease of use to address workflow challenges. The sterilizer’s integrated features help teams gain instrument processing efficiencies and documentation compliance.

The sterilizers have an intuitive user interface, with auditready features that allow users to navigate the cycle setup and other processes with a five-inch touch-

screen. The touchscreen is fingerprint resistant and can be utilized while wearing gloves. The sterilizers also include device reminders, user authentication, and the ability to automatically record cycles, ultimately reducing staff burdens.

“Having the right sterilizer is effective only if the clinicians and staff are educated appropriately. Midmark makes sure that care teams understand how to effectively use and maintain their equipment, as well as what proper clinical workflow looks like,” said Hill. “Midmark offers several clinical education options to help care teams enhance the strength and effectiveness of their Instrument Processing programs. Combining the next generation sterilizers with proper training better equips teams in healthcare settings.”

Scan the QR code to listen to the podcast, as Hill discusses sterilization, how it’s affecting the outpatient area of the healthcare industry, types of sterilizers and instrument processing, and all things sterile.

Navigating the Care Continuum with Cigna

 The healthcare industry can be challenging to navigate for patients, even before insurance companies get involved. Health insurance is designed to act as financial protection for the patient in a multitude of ways, but it can often be misunderstood from both sides of the equation.

In a recent episode of The Cure with Scotty and Sully, hosts Scott Adams and Brian Sullivan spoke to Brian Cuddeback, Vice President of Sales & Client Management at Cigna about navigating the doctor-patient relationship and improving the patient experience.

Navigating the doctor-patient relationship

The biggest challenge that health insurance companies face is walking that thin line of providing care suggestions without challenging anything the physicians are saying. Essentially, companies like Cigna are looking to supplement the advice of the doctor, without contradicting or overstepping the care protocols.

“The doctor-patient relationship is the most coveted relationship inside of the overall ecosystem, and I can never try to challenge or get in the way of that. But I’m there to suggest that we may have more information or other thoughts on the next course of action for a well-informed consumer,” Cuddeback said.

If there are multiple options for care or recovery, Cuddeback and his team want to ensure that the customers are well-informed on what’s available and how to

take the next best step. While the patient may have made up their mind on whether or not to get surgery or physical therapy, Cigna works to provide transparency on the options that are available to each patient so that they can make the most informed decision.

Fostering a smoother patient experience

With all the complexities of the healthcare system in the United States, it can be challenging for providers to foster a patient experience without any significant hiccups.

Cuddeback said, “The best way to better the consumer experience is about making the complex simplified. Collaboration is key to helping with that, especially in the healthcare space.”

Cigna has been on the forefront of accountable care innovation since 2008 – Cuddeback and his team try to work with the providers to simplify the whole process, providing the necessary data to ensure that the patients are on track with the care they should be receiving.

“At the end of the day, it’s all about the pushing and pulling of data, and then sharing that across their patient base in an effort to drive lower total medical cost and higher quality of life for the consumer.”

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The Next Generation of Midmark® Steam Sterilizers

Midmark Steam Sterilizers are designed inside and out to make instrument processing as easy and as automated as possible.

01 Navigate cycle setup and other processes with a clear, fingerprint-resistant 5-inch touchscreen you can utilize while wearing gloves.

02 Determine cycle status—cycle in progress, cycle complete and cycle error—from a distance with a progressing color-coded LED light bar, large cycle countdown clock and audible cues.

03 Stay audit-ready with device reminders, user authentication, unlimited storage of routine care events for the life of the sterilizer, and automated cycle recordkeeping.

See what makes them different at: midmark.com/nextgentechnology

When your customers register their next-generation sterilizer, they can receive a free maintenance kit valued at up to $225.

Baxter has more than 100 years of innovation, 268,000 customers nationwide, and 100 configurable Welch Allyn products.

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