This document summarizes Rubix Health's progress over 5 days of customer interviews and business model development. On day 5, they conducted 10 interviews for a total of 54. Their product aims to automatically translate physician diagnoses into billable codes. Through interviews, they identified 4 key customer segments and learned coding takes significant physician time. Their MVP and future plans focus on demonstrating value through partnerships with hospitals and physicians to test their natural language processing engine.
The latest in advanced technology and digital capabilities are changing the way the life sciences industry develops new, life-changing treatments for patients.
Accenture is leading the next evolution of Regulatory by applying leading edge solutions across the drug and device lifecycle that unify innovative technologies with compliance-focused processes. Visit https://accntu.re/2YqL18r to learn more.
Oncology Dynamics captures a substantial part of oncological patient treatment journey. It provides real world insights into how standards of care and treatment landscape differ across healthcare systems.
Transforming Healthcare: The Promise of InnovationHealth Catalyst
A number of powerful technologies are on the verge of producing dramatic change in how, when and where care is delivered, including artificial intelligence, genomics, monitoring sensors, robotics, nanotechnology, 3D printing, mobile computing technologies and others. This technology-driven change will dramatically impact all healthcare providers, and it will propel healthcare into the realm of Big Data.
Participants will:
Appreciate the role of innovation in healthcare's future.
Understand the classes of technology that will foster innovation and drive change.
Learn how technology-driven change will support data-driven improvement and population health management.
Know how these technologies will impact analytics.
Understand the application of transformational principles in light of the many engaging practitioner discussions at the recently concluded Health Analytics Summit.
The future is becoming clearer and it promises to be exciting, impactful, and powerful for patients and healthcare providers alike.
The latest in advanced technology and digital capabilities are changing the way the life sciences industry develops new, life-changing treatments for patients.
Accenture is leading the next evolution of Regulatory by applying leading edge solutions across the drug and device lifecycle that unify innovative technologies with compliance-focused processes. Visit https://accntu.re/2YqL18r to learn more.
Oncology Dynamics captures a substantial part of oncological patient treatment journey. It provides real world insights into how standards of care and treatment landscape differ across healthcare systems.
Transforming Healthcare: The Promise of InnovationHealth Catalyst
A number of powerful technologies are on the verge of producing dramatic change in how, when and where care is delivered, including artificial intelligence, genomics, monitoring sensors, robotics, nanotechnology, 3D printing, mobile computing technologies and others. This technology-driven change will dramatically impact all healthcare providers, and it will propel healthcare into the realm of Big Data.
Participants will:
Appreciate the role of innovation in healthcare's future.
Understand the classes of technology that will foster innovation and drive change.
Learn how technology-driven change will support data-driven improvement and population health management.
Know how these technologies will impact analytics.
Understand the application of transformational principles in light of the many engaging practitioner discussions at the recently concluded Health Analytics Summit.
The future is becoming clearer and it promises to be exciting, impactful, and powerful for patients and healthcare providers alike.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Digital transformation in Higher Education webinar
Monday 10 September 2018
Speakers:
Kuldip Sandhu and Paul Featherstone
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/digital-transformation-in-higher-education-webinar/
Presentation by Dr. Frank Opelka, American College of Surgeons, for mHealth Israel , April, 2022
What do PATIENTS want?
Value Based Health Care (VBHC):
Patients want to know where to go to get the care they desire. When a condition arises, patients want help managing their condition and to know where to find Safe, Affordable, Good, Equitable care for their condition. They hope to trust their care team. (SAGE). Patients struggle in a convoluted unpredictable care journey - disaggregated, transactional, duplicative, inefficient business model. Patients would like to avoid preventable harms at all cost (Safety).
What do Payers want?
Value Based Health Care (VBHC):
Payers want to optimize care to limit harm and reduce waste. Payers want to measure quality for payment incentives with limited effort. Payers seek to standardize care through practice guidelines and limit customization of care to fit each patient and in each delivery system. Realize payers’ business systems profit greatly from transactional, disaggregated models – to change would be costly.
ACS Mission: dedicated to improving the care of the surgical patient and to safeguarding standards of care in an optimal and ethical practice environment.
Value Based Health Care (VBHC):
A framework for redesigning healthcare with an emphasis on patient goals, around the relationships between outcomes (Quality) and affordability (Price).
V = Q / $ is an expression of the judgment a patient places on the relation of the quality of care for the price. (It is not a numeric expression). An episode of care (such as a surgical procedure or an acute/chronic medical condition) defines a care journey and applies a business model which sets a price for a bundled set of services.
Price in S-VBHC
Do patients want each transaction or a single episode which groups all the services into a meaningful package?
Tools exist which can create risk adjusted price estimates.
Policy Landscape: Extremely large federal bureaucracies with hundreds of divisions, not all of which are aligned.
Medicare: Payment
Quality – MIPS vs MVP
Innovation Center (CMMI)
Medicare Advantage (42%), ACOs (20%)
APM – Episodes of care (Bundles)/Direct Contracting
FFS/RVUs (38%)
FDA: Safety
Clinical Decision Support (Apps) as a medical device (ACS risk calculator, CoC Staging App)
CDC: Care Delivery/Pop Health
Digital Guidelines
Care Pathway Process Maps/care tracking notation
Policy Landscape
Value Based Care/Episodes of Care: V=Q/$
Numerator = Quality (defined by ACS)
Denominator = Price (defined by payment)
Production cost (defined by TDABC).
New payment models (Episodes of Care).
echnology Interoperability
Platforms/More than EHRs
Standards & Data definitions
Exchanges / Translators
FHIR/CQL/HL7
Specialty Society Role in AI & Digital Healthcare
Specialty as the content/context experts
Clinical Decision Support (CDS) (Risk Calculator, Cancer Staging)
CMS’ “MIPS THINK”
Episodes of Care
ACS Quality Model / Price
PROs
Medical equipment manufacturing business plan exampleupmetrics.co
If you are planning to start a new manufacturing business, the first thing you will need is a business plan. Use our Lanzor - medical equipment manufacturing business plan example created using upmetrics business plan software to start writing your business plan in no time.
Before you start writing your business plan for your new medical equipment manufacturing business, spend as much time as you can reading through some examples of manufacturing business plans. Reading some sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.
We have created this medical equipment manufacturing business plan example for you to get a good idea about how a perfect manufacturing business plan should look like and what details you will need to include in your stunning business plan.
Grow revenue, elevate customer experience and augment teams with a modern GTM model using Digital first solutions that use deep HCP insights to grow revenue through an outcome-based model.
APIs used to be a technical implementation detail reserved for developers and architects. In the Web age, APIs make more business sense than ever before. This presentation gives a ring side view of How to Craft Business Strategy around APIs.
Presenting this set of slides with name - Healthcare Sector Analysis Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixty four slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
An Insight into Alternative Medication Method (for Breast Cancer Treatment). Afflicted patients are advised to seek professional advice prior to using any recommended cancer treatment.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Digital transformation in Higher Education webinar
Monday 10 September 2018
Speakers:
Kuldip Sandhu and Paul Featherstone
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/digital-transformation-in-higher-education-webinar/
Presentation by Dr. Frank Opelka, American College of Surgeons, for mHealth Israel , April, 2022
What do PATIENTS want?
Value Based Health Care (VBHC):
Patients want to know where to go to get the care they desire. When a condition arises, patients want help managing their condition and to know where to find Safe, Affordable, Good, Equitable care for their condition. They hope to trust their care team. (SAGE). Patients struggle in a convoluted unpredictable care journey - disaggregated, transactional, duplicative, inefficient business model. Patients would like to avoid preventable harms at all cost (Safety).
What do Payers want?
Value Based Health Care (VBHC):
Payers want to optimize care to limit harm and reduce waste. Payers want to measure quality for payment incentives with limited effort. Payers seek to standardize care through practice guidelines and limit customization of care to fit each patient and in each delivery system. Realize payers’ business systems profit greatly from transactional, disaggregated models – to change would be costly.
ACS Mission: dedicated to improving the care of the surgical patient and to safeguarding standards of care in an optimal and ethical practice environment.
Value Based Health Care (VBHC):
A framework for redesigning healthcare with an emphasis on patient goals, around the relationships between outcomes (Quality) and affordability (Price).
V = Q / $ is an expression of the judgment a patient places on the relation of the quality of care for the price. (It is not a numeric expression). An episode of care (such as a surgical procedure or an acute/chronic medical condition) defines a care journey and applies a business model which sets a price for a bundled set of services.
Price in S-VBHC
Do patients want each transaction or a single episode which groups all the services into a meaningful package?
Tools exist which can create risk adjusted price estimates.
Policy Landscape: Extremely large federal bureaucracies with hundreds of divisions, not all of which are aligned.
Medicare: Payment
Quality – MIPS vs MVP
Innovation Center (CMMI)
Medicare Advantage (42%), ACOs (20%)
APM – Episodes of care (Bundles)/Direct Contracting
FFS/RVUs (38%)
FDA: Safety
Clinical Decision Support (Apps) as a medical device (ACS risk calculator, CoC Staging App)
CDC: Care Delivery/Pop Health
Digital Guidelines
Care Pathway Process Maps/care tracking notation
Policy Landscape
Value Based Care/Episodes of Care: V=Q/$
Numerator = Quality (defined by ACS)
Denominator = Price (defined by payment)
Production cost (defined by TDABC).
New payment models (Episodes of Care).
echnology Interoperability
Platforms/More than EHRs
Standards & Data definitions
Exchanges / Translators
FHIR/CQL/HL7
Specialty Society Role in AI & Digital Healthcare
Specialty as the content/context experts
Clinical Decision Support (CDS) (Risk Calculator, Cancer Staging)
CMS’ “MIPS THINK”
Episodes of Care
ACS Quality Model / Price
PROs
Medical equipment manufacturing business plan exampleupmetrics.co
If you are planning to start a new manufacturing business, the first thing you will need is a business plan. Use our Lanzor - medical equipment manufacturing business plan example created using upmetrics business plan software to start writing your business plan in no time.
Before you start writing your business plan for your new medical equipment manufacturing business, spend as much time as you can reading through some examples of manufacturing business plans. Reading some sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.
We have created this medical equipment manufacturing business plan example for you to get a good idea about how a perfect manufacturing business plan should look like and what details you will need to include in your stunning business plan.
Grow revenue, elevate customer experience and augment teams with a modern GTM model using Digital first solutions that use deep HCP insights to grow revenue through an outcome-based model.
APIs used to be a technical implementation detail reserved for developers and architects. In the Web age, APIs make more business sense than ever before. This presentation gives a ring side view of How to Craft Business Strategy around APIs.
Presenting this set of slides with name - Healthcare Sector Analysis Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixty four slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
An Insight into Alternative Medication Method (for Breast Cancer Treatment). Afflicted patients are advised to seek professional advice prior to using any recommended cancer treatment.
Forging a New Social Contract - SXSW 2011deb schultz
This is the talk i gave at this year's SXSW to describe the new and emergent social contract we are crafting in a hyper connected world - i.e how is all this new tech impacting how we behave culturally, socially and in business.
Note: I included the "notes" inside each slide - for some reason they were not showing up as a transcript
Five Super Ways to Profit from Business-class and Channel-ready Cloud File SyncDropbox
This is eFolder's breakout session content from Autotask Community Live 2013 in Scottsdale, AZ. eFolder shares five different ways partners can profit from deploying cloud file sync services to their clients.
SeHF 2013 | Standardisierte Prozess-Unterstützung mithilfe IHE XDW Profil (Sa...Swiss eHealth Forum
Swiss eHealth Forum | 8. März 2013 | Referat Dr. Sang-Il Kim
Die Präsentation erläutert das neue IHE Integrationsprofil IHE XDW (Cross Enterprise Document Workflow) und zeigt die möglichen Anwendungsfelder und Use Cases. Der Bezug zur eHealth Strategie Schweiz und die Integration in ein elektronisches Patientendossiers werden aufgezeigt. Beispiele von automatisierter Prozessunterstützung entlang von Behandlungspfaden konkretisieren die möglichen Nutzeneffekte.
http://www.fiestasconglamour.com/
Organización Eventos Madrid | Fiestas con Glamour
organizacion,eventos,madrid,evento,fiesta,fiestas,despedida soltero,despedida soltera
Agencia de organización de eventos integral para empresas y particulares
WordPress Meetup Karlsruhe Plesk 2016 - Die Veränderung der Web Entwicklung -...Jan Löffler
Viele Webseiten basieren noch auf shared hosting, dedizierten oder virtuellen Server Infrastrukturen und bedienen somit die Komfortzone von KMUs und Web Professionals. Die Frage ist nur, wie lange noch? Neue Technologien wie Docker in Verbindung mit Architekturen für verteilte Systeme wie Microservices stellen traditionelle Hosting Infrastrukturen in Frage und sind bei startup Unternehmen in der ständig wachsenden Web Szene äußerst beliebt. In diesem Talk gibt Jan Löffler, CTO des beliebten Server Management Tools Plesk, einen Einblick wie Startup Unternehmen und Marktführer wie z.B. Zalando ihre Webseiten entwickeln und warum immer öfter AWS der bevorzugte Cloud Service Provider ist.
DataArt is a global software engineering firm that takes a uniquely human approach to solving problems. With over 20 years of experience, teams of highly-trained engineers around the world, deep industry sector knowledge, and ongoing technology research, we help clients create custom software that improves their operations and opens new markets. Powered by our People First principle, we work with clients at any scale and on any platform, and adapt alongside them as they evolve.
Enhance Patient Care With Enterprise Healthcare Software Development ServicesTaction Software LLC
Taction’s Healthcare IT experts help you create compliance based value-driven healthcare software solutions to accelerate innovation in cutting-edge healthcare technology projects. Our Healthcare IT solutions follow the robust delivery model that enable businesses to leverage the latest technology to enhance wellness and improve patient care. With our customized solutions, we have the capacity and competence to match your technology needs to automate Healthcare Clinical processes, Billing Reconciliation, CCD / ICD / CPT coding and mapping, Appointment Scheduling and Reminder Management, Lab Integration, Pharmacy Integration, Hospital and Clinics Integration sharing real-time appointment, clinical and billing information. Whether you are in need of healthcare software solution or just looking to augment a team of skilled developers, our experts help you to drive business performance throughout your organization.
Obii | Medical Transcription and Coding Powered By Artificial IntelligenceBrian Bagdasarian
The American Medical Association estimates that if all health insurers were able to eliminate all claim payment errors, the health care system would save $17 billion per year.
Obii is a mobile, cloud-based and “provider-first” Computer Assisted Coding platform for the medical industry.
Obii increases the accuracy and consistency of the medical transcription and coding process by applying artificial intelligence and a streamlined interview-style user experience on demand.
Obii is designed to integrate easily with existing EHR software and legacy billing processes, resulting in increased revenue and efficiency.
We generate revenue by charging the medical provider a monthly subscription fee, and through deployment consulting fees.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Joan McFaul, Senior Vice President/CIO, Southcoast Health and Jim Feen, Executive Director, Associate Chief Information Officer, Southcoast Health - Speakers at the marcus evans National Healthcare CIO Summit 2016 held in Las Vegas, NV
Solutions targeted to patients, doctors, pharmaceuticals, hospitals and healthcare authorities. All of them strategically packaged to improve service delivery and enhance customer experience.
Engage Patients, Reduce Manual Processes and Drive Key Insights with Interope...Perficient, Inc.
Information is the cornerstone of healthcare organizations, and those that can transform data into key insights have a competitive advantage. Yet, information that is stored in separate, disconnected silos makes it challenging to strategically generate business intelligence, leaving business leaders to make decisions on intuition rather than hard data.
Communication between systems is paramount, and despite industry standards such as EDI/X12, HL7, and CDA, information delivery is not effective. Interoperability is a key component to effective communication because it provides the right information at the right time to the right people, engages patients and reduces manual interactions. Perficient looks at system integration challenges from business architectural perspectives and applies technology to address them.
In this webinar, we demonstrated:
The importance of data and business processes to leverage information
The importance of governance throughout the enterprise and program lifecycle
Real world use cases where IBM technology solved complex integration problems
Perficient’s multi-tiered approach to help guide successful business outcomes
Strategic Application of IT for Performance Improvement in hospital industry_...DrDevTaneja1
Hospital industry has been laggard in using IT tools to improve Performance Management.
The hospital industry must move beyond Transaction Reporting HMIS to Performance Improvement Tools like Visual Analysis Business Intelligence
Hospital industry must use IT spending as a Strategic Resource to optimize business outcomes & productivity
Shirley Sarker & Tero Väänänen: Implementing service design at NHS Digital fo...Service Design Network
NHS Digital is the national information and technology partner to the health and social care system using digital technology to transform the NHS and social care. At NHS Digital, service design is currently in its infancy, but we believe that here—more than anywhere else—service design can really make an impact, and now is the time to do so. However, setting up and building service design capability within an organisation the size and structure of NHS Digital is far from easy. In our talk we’ll discuss the challenges we face in building service design capability and turning it into a recognised discipline within NHS Digital
EHR Transitions Webinar: Legacy Support & Staff AugmentationJulie Champagne
Whether it’s a massive enterprise-wide EHR transition or the smaller affair of sunsetting a departmental system, the devil of making such projects work is not only in the details, it’s in the people. By that, we mean figuring out who moves, who stays, and how to execute the transition without having a corrupt end product is paramount. But fear not, there are established best practices for navigating every leg of this journey. In this webinar, you’ll hear from one executive who’s made this type of EHR transition odyssey so your trip can be that much smoother.
Align Patient Outcomes with Financial Data: a Formula for Correlating Cost an...Perficient, Inc.
This slideshare discusses the cost crisis in healthcare, challenges healthcare organizations are facing, and how to:
Uncover true patient costs and value based purchasing
Understand quality and cost outcomes by aligning clinical and financial data
Identify trends and opportunities, and create actionable steps to improve business
Accelerate data integration with Perficient's High-Performance Costing Expressway
Leverage actionable visuals via dashboards with Oracle Business Intelligence tools
Evaluate patient complications, outcomes and detailed costs with Oracle’s Enterprise Healthcare Analytics Data Model
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
1. RUBIX HEALTH
Chaitanya Kanitkar (ck2565)
Abhinav Mishra (anm2147)
Day 5: 10 Interviews
Total Number: 54 Interviews
A Fully-automated Web Platform for transforming a physician’s
diagnosis into billable codes
2. Here’s what we thought
Direct Distribution Channel is what makes most sense to sell
our product to physicians in hospitals and in private practice.
SquareSpace
&Website
Domain
HIPPA Cloud
Platform for
NLP Engine
and WebApp
3. Customer Segments
Private Practice Physicians
• Much less patients/record to deal with
• Are more willing to use new EMR/EHR
systems with coding inbuilt
• Still spend around half an hour each
day on medical coding
• Less Important
Physicians in Hospitals/ITAdmins
• Many patients to deal with
• Hospitals have spend 30-50 million dollars in
EMR systems (~4-5 years ago)
• Spend around 30mins-1 hr a day on coding
even though they have billers-> priority
• Physicians are required to hire billers and
pay 5-12% of the total payment
• Most Important
4. Here’s what we thought (cont’d)
Our only channel was the web application running on a
HIPPA Compliant cloud.
Primarily physicians would buy our product. Billing
departments in hospitals and billing outsourcing companies
were much less of a concern.
The NLP Engine to translate billable codes would be hard but
with some knowledge is doable in a few months.
That the main value propositions were simply efficiency/time
and money saved.
6. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tr
ueVault
Hospital
Systems
• Wayne
State/Detr
oit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
KEEP
• offer consistent and high quality
service
• continually reach out to customers
for feedback
GROW
• Increase involvement in hospital
networks
• Government/larger hospitals
• Expand Services to include EMR and
extended billing service
Customer
Segments
• Private
practice
physicians
• Physician
groups
• Hospital IT
Admins
• Governmen
t
(Medicare/
Medicaid)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintainence/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
7. Here’s what we learned:Confirming the Problem
• 5-12% of total collections going to billers-> lot of money!!!
• Doctors spending 30 mins-1 hour looking up codes every day
• It’s a big headache for doctors, especially for those who are at hospitals as
depending on their dept., they tend to have less control over the billing process
9. Here’s what we learned:OEM
SalesTeam to
Partner with
Billing
Outsourcing
and EMR
Companies
NLP Engine
gets built and
becomes part
of software
package or
billing
consulting
service
Software is
sold by
distributor
companies
10. Here’s where we Ended: Customer Archetypes
Day 1Start Day 3Day 2 Day 5Day 4
1 Physicians
in hospitals
Value Prop: PlatformAgnostic,Cost Savings, Efficiency
2 Private
Practice
Value Prop: Smarter billing, small monthly cost, easier to test
EMR/
Billing
Companies
3
Competitors Value Prop: Use our NLP Engine as part of
their product, less billing experts needed
4
Hospital Bill
Dept./Informa
tics
Value Prop: Makes dept’s life a lot easier
when teaching new codes to doctors
12. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/T
rueVault
Hospital
Systems
• Wayne
State/Det
roit
Medical
Center
Hospital
System
• Hospital
Billing
Depts for
testing
Key Activities
MVP
• Prototype the User Interface/Web Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University School
of Medicine)
• Website consolidation
• Prototype sign-up list
• Generate interest in research circles +
community forums-> crowdfunding
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to see
what these diagnoses look like
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks hospital
billing depts, interest groups
for interest in testing
• Website to gauge & generate
interest in platform, website:
get early access
• have community forum for
billing
• commit to one or two
practices for dedicated
support
• generate research interest
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment, Angel
Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
• Website/Forum/Blog
Cost Structure (above and below)
• HIPPA-Compliant Cloud
Revenue Streams (above and below)
***Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
Hospital IT Admins and
billing departments at
major hospitals
• Government
(Medicare/Medicaid
)
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars),
less than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
• Billing outsourcing
companies
• EMR Companies
EMR Companies: Dr.
Chrono, CareCloud,
EPIC, CureMD,
• ask private practices for alpha testing using EMR
• Human Resources (Developers, Designers,
Marketers)
• Website Maintenance/Domain
13. Why you should invest in us
significant interest and need has been seen form multiple
customer segments
minimally invasive and no IT infrastructure overhaul
huge economic potential in terms of cost and time savings
for all customer segments
opportunities to partner with smaller EMR startups as a
distribution channel (estimated 9 billion dollar market)
NLP engine research can be catalyzed by initial funding and
testing at smaller practices and hospitals
14. What we need to do next
develop functioning and detailed MVP to demonstrate basic
features
generate significant interest in research communities through
website, blog, early access button
shadow billers and coders to learn extensively the entire process
get physicians directly involved as stakeholders in company
NLP research: figure out details of algorithm
partner with 1 or 2 hospital departments for testing purposes
19. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tr
ueVault
Hospital
Systems
• Wayne
State/Detr
oit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
KEEP
• offer consistent and high quality
service
• continually reach out to customers
for feedback
GROW
• Increase involvement in hospital
networks
• Government/larger hospitals
• Expand Services to include EMR and
extended billing service
Customer
Segments
• Private
practice
physicians
• Physician
groups
• Hospital IT
Admins
• Governmen
t
(Medicare/
Medicaid)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintanence/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
21. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/Tru
eVault
Hospital
Systems
• Wayne
State/Detro
it Medical
Center
Hospital
System
EMR
Companies
• Examples
include:
• Dr. Chronos
• CareCloud
• Cerner
• EPIC
• CureMD
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems
and physicians (ex. Wayne State
University School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview
stakeholders
• Figure out how much physician groups
are actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
Value
Propositions
Cost Reduction
• Reducing cost of
medical
reimbursement by
eliminating the
need for trained
medical coders
Convenience/Usabili
ty
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-
10 codes
Platform Agnostic
• web application
that requires no
extra installation
and is
independent of
EMR System used
Analytics
• Practice insights
obtained and
analyzed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform
• Showcase MVP to physicians
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
• Expand Services to include
EMR and extended billing
service the whole revenue
life cycle management
(future)
Customer Segments
• Private practice
physicians -> extend
SaaS into full
revenue life cycle
management
• Physician groups in
larger hospitals
(these hospitals
usually have
separate
departments)
• Hospital IT Admins
and billing
departments at
major hospitals
• Government
(Medicare/Medicaid
)
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (Saas)
• Powered by a HIPPA-
Compliant Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
SAAS
• Monthly/yearly subscription model
• Percentage of Reimbursement
23. Key
Partners
HIPPA-
Compliant
Cloud Platform
• Aptible/Tru
eVault
Hospital
Systems
• Wayne
State/Detroi
t Medical
Center
Hospital
System
EMR
Companies
• Examples
include:
• Dr. Chronos
• CareCloud
• Cerner
• EPIC
• CureMD
Key Activities
MVP
• Prototype the User Interface/Web
Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University
School of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to
see what these diagnoses look like and
how are the codes are inputted to doc
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform, website:
get early access
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment,
Angel Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
SAAS
Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
• Hospital IT Admins
and billing
departments at
major hospitals
• Government
(Medicare/Medicaid
)
Showcase MVP
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
• Government/ Larger Hospitals
• Expand Services to include
EMR and extended billing
service the whole revenue life
cycle management (future)
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars), less
than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
25. Key
Partners
HIPPA-
Compliant
Cloud
Platform
• Aptible/T
rueVault
Hospital
Systems
• Wayne
State/Det
roit
Medical
Center
Hospital
System
Key Activities
MVP
• Prototype the User Interface/Web Platform
Advertising
• Emails/connect with hospital systems and
physicians (ex. Wayne State University School
of Medicine)
• Website consolidation
• Prototype sign-up list
Pitch Customer Discovery
• Consolidate all work
• Consolidate doctor feedback
• Develop pitch deck Interview stakeholders
• Figure out how much physician groups are
actually paying for coders/billers
Coding Engine
• Research NLP algorithm to translate
unstructured doctors’ notes into billable
codes
• Sit with billers, coders, and physicians to see
what these diagnoses look like and how are
the codes are inputted to doc
Value
Propositions
Cost Reduction
Convenience/Usabilit
y
• Fully automated
and consistent
coding engine that
translates doctors’
EMR diagnoses to
billable CPT/ICD-10
codes
Platform Agnostic
Analytics
• Practice insights
obtained and
analysed to learn
what is successful
in practice
Customer
Relationships
GET
• Reach out to physicians, visit
hospitals, and get involved in
hospital networks
• Website to gauge & generate
interest in platform, website:
get early access
• have community forum for
billing
• commit to one or two
practices for dedicated
support
KEEP
• offer consistent and high
quality service
• continually reach out to
customers for feedback
GROW
• Increase involvement in
hospital networks
• Government/larger hospitals
Customer Segments
Key Resources
Financial Capital
• Friends, family, individual investment, Angel
Investors, Accelerators, VC
Human Capital
• Software Developers/Graphic Design
• Legal Advisor
• Marketing/Sales
• Doctors for testing
Channels
Web Application (SaaS)
• Powered by a HIPPA-Compliant
Cloud
Cost Structure
• HIPPA-Compliant Cloud
• Human Resources (Developers, Designers, Marketers)
• Website Maintenance/Domain
Revenue Streams
***Private practice
physicians -> extend
SaaS into full revenue
life cycle management
Physician groups in
larger hospitals (these
hospitals usually have
separate departments)
Hospital IT Admins and
billing departments at
major hospitals
• Government
(Medicare/Medicaid
)
Consolidate doctor feedback, level of priority
learn about current EMR systems used in hospitals IT dept
Reducing cost of
medical
reimbursement by
eliminating/reducing
trained medical coders
Percentage of Reimbursement (5-8%), may prefer subscription model
Monthly/yearly SaaS subscription model (200-400 dollars), less
than what other EMR companies charge
web application
that requires no
extra installation
and is
independent of
EMR System
used
• Informatics
Departments
• Billing outsourcing
companies
• EMR Companies
EMR Companies: Dr.
Chrono, CareCloud,
EPIC, CureMD,
• ask private practices for alpha testing using EMR
26. Market Opportunity
Total Available Healthcare IT Market:
$53.8 bn/year
• Growing at an annual rate of 16%
(MarketResearch.com)
ServedAvailable Market for Medical
Records and Health Info IT: $7.8bn/year
• Number of jobs * average salary
=205,000*$38,000 (U.S. Bureau of Labor
Statistics)
• Number of jobs projected to increase 22%
from 2012-2022. Higher demand for coders
due to increasingly aging population expected
to increase salaries as well.
Target Market : $4.8bn/year
• Medical/surgical hospitals, physicians’ offices,
outpatient facilities
• Number of jobs * average salary per category
• (http://www.medicalbillingandcoding.org/jobs
/)
TAM:
$53.8 bn
SAM:
$7.8 bn
Target:
$4.8 bn
27. Value Proposition for Hospitals/IT Admin
Problem:
The medical coding and
billing reimbursement
process is
• costly
• inefficient,
• time-consuming.
Solution:
• Platform agnostic
software
• Fully automated
technology
• Reduce cost by
lowering billing staff or
saving physicians’ time
spent in coding
Value Proposition:
• Cloud-based/web app
that automates coding
process using NLP
engine.
• Translates doctor’s
diagnoses into billable
codes
• Increases flexibility
for current EMR
software
• No infrastructure
overhaul
• Analytics for practice
28. Value Proposition for Private Practices
Problem:
The medical coding and
billing reimbursement
process is
• costly (5-12% cut)
• inefficient,
• time-consuming (30-45
days).
Solution:
• Platform agnostic
software
• Fully automated
technology
• Reduce cost by
lowering billing staff
Value Proposition:
• Cloud-based/web app
that automates coding
process using NLP
engine.
• Translates doctor’s
diagnoses into billable
codes
• Increases flexibility
for current EMR
software
• Allows private
practices to transition
to other EMR software
without having to pay
for billing part
• replace human coders
• Analytics for practice
31. Distribution Channels
Direct Channel : Website
MVP and Get Early Access Email Popup
Community Forum for discussing billing
Web Application Portal
OEM: EMR Companies
Examples include EPIC, CureMD, or
billing oursourcing company such as
Empire
Provide NLP Billing engine built into EMR
Product
NoWeb Portal
32. Direct Distribution Channel
SquareSpace
&Website
Domain
HIPPA Cloud
Platform for
NLP Engine
andWebApp
~$110/year ~$150/month
Using our predicted monthly subscription cost of around 200-300 dollars
per month this leaves us with around 100 dollars per customer
33. OEM Distribution Channel
SalesTeam to
Partner with
Billing
Outsourcing
and EMR
Companies
NLP Engine
gets built and
becomes part
of software
package or
billing
consulting
service
Software is
sold by
distributor
companies
5-10% of each
payment goes to us
~9 billion dollar market for EMR
Software and 31.6% market share for
billing outsourcing
35. CustomerWorkflow
Patient EMR
• contains written diagnosis by
doctors
• doctors will not need to add
any codes by looking it up
online or in software
Rubix Health
•upload EMR as PDF/Word
document to portal
•NLP Engine will scan through
document and generate codes
•EMRs sorted by date/patient on
portal for easy use
Reimbursement
• biller/coder does not have to do
anything except look at codes and
write form
•less billers/coders needed
• send form to insurance companies
36. Customer Relationships: GET (Direct)
Website: Put more relevant terms that are searched for when
searching for medical billing (track through Google)
Get Early Access popup right at the top of website for easy way to
get customers to sign up (similar to Robinhood)
Community Forum: Empowers physicians and other experts in the
field to discuss and share problems in medical billing
Blog:To tell our insights and provide a social forum
Continue to talking to physicians in private practices and hospitals
Commit to one-two groups for actually developing and testing the
product
37. Customer Relationships: GET (OEM)
Can only be done after development and testing of product
(through partnering with hospitals such asWayne State or
private practices)
Start with billing consulting companies-> ask how much they
could save through our product.This might be the best place
to start with because they have to hire actual experts
Get demos from EMR/EHR companies to see where exactly
their products could be lacking (IT invasive?, not as smart?)
Partner with larger tech companies who are interested in the
healthcare IT sector such as Citrix,VMware, Flatiron
38.
39.
40. Hypothesis & Experiment 1
Hypothesis: Medical billing is a cumbersome, costly, and time-
consuming process for everyday physicians.
Experiment:Ask physicians how much time they spend in learning
about CPT, ICD-9, and ICD-10 codes.
Can they be spending that time elsewhere?
How much money does a physician/group of physicians spend on
coders/billers?
Compare responses between doctors in private practice and those
working in hospital groups to see where demand is greatest and how
specifics vary.
If doctors spend a lot of time (~30 mins/hr per day) and money with
coding and reimbursement-> success
41. Learning from Hypothesis/Experiment 1
Hypothesis: Medical billing is a cumbersome, costly, and time-consuming process for everyday
physicians.
Experiment: Ask physicians how much time they spend in learning about CPT, ICD-9, and ICD-10 codes.
Result: Most physicians, especially those in larger hospitals, are spending on average 20-30 minutes
writing codes themselves
Around 5-8% of the total payment goes to billers (12% for academic hospitals)
About 60% of the doctors expressed that the billing process was extremely inefficient (one even said it
was laughable)
Iteration: Keep collecting insights from other doctors. Also ask more details about why the coding
process itself is cumbersome (for example: does it involve looking up a lot of codes)?
Iteration Result: It is a cumbersome process because of the details involved in the diagnosis, especially if
a patient has a lot of history (more time with patient-> more reimbursement). Moreover, billing
outsourcing companies are expensive and not preferred by hospitals.
Second Iteration: Shadow doctors, billers, and coders to be able to visualize the problem.This will help
when it comes to creating the product and the NLP engine itself.
42. Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not
eradicate the problem of medical coding for physicians.
They’re only a temporary fix. Doctors and their IT departments
are still not satisfied with these technologies.
Experiment: Meet current physicians using these new
technologies and ask about whether they like using these new
all-in-one software solutions or not.
Ask IT admins about the effort required to integrate this new
product into the practice.
If a majority of physicians and IT admins are using/willing to
change to new EMR technologies-> fail, else-> pass
43. Learning from Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not eradicate the problem of
medical coding for physicians.They’re only a temporary fix. Doctors and their IT
departments are still not satisfied with these technologies.
Experiment: Meet current physicians using these new technologies and ask
about whether they like using these new all-in-one software solutions or not.
Results: Around 30% of the doctors we spoke to have transitioned to using newer
software systems. However, all of these doctors were in private practice.
Most Physicians in large hospitals such as NewYork Presbyterian said that the
hospital has already spent 30-50 million dollars in EMR systems. Changing to a
new EMR system is just simply an hassle. More open to using platform with drag
and drop or upload of EMRs.
Iteration: Show physicians our MVP/Website. Ask if anything needs to be added
or changed to the MVP.Talk to IT departments about our solution and see if it
follows the IT guidelines for the hospital.
44. Learning from Hypothesis & Experiment 2
Hypothesis: Current EMR/auto-coding solutions do not eradicate the problem of medical coding for
physicians.They’re only a temporary fix. Doctors and their IT departments are still not satisfied with these
technologies.
Experiment: Meet current physicians using these new technologies and ask about whether they like using
these new all-in-one software solutions or not.
Results: Around 30% of the doctors we spoke to have transitioned to using newer software systems. However,
all of these doctors were in private practice.
Most Physicians in large hospitals such as NewYork Presbyterian said that the hospital has already spent 30-50
million dollars in EMR systems. Changing to a new EMR system is just simply an hassle. More open to using
platform with drag and drop or upload of EMRs.
Iteration: Show physicians our MVP/Website. Ask if anything needs to be added or changed to the MVP.Talk
to IT departments about our solution and see if it follows the IT guidelines for the hospital.
Results: MVP is not detailed enough. Need more in terms of showing an example demo, even if it’s not a real
example. However the UI is simple like Dropbox and that was approved.Website looks nice but it is very wordy.
Needs to be more organized.
Second Iteration: Change website, make it more organized and appealing.Add stuff to blog and finish get
early access feature.
45. Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is
the most appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to
other companies and services that the provider utilizes. Do they
want to see any changes?
Would they rather go with another route (such as percentage cut) ?
Pass/Fail: Propose the monthly model with a reasonable price (~200
dollars/a month which is on the low end of medical software
companies). If the doctors/providers approve of the number then
pass, else->fail
46. Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is
the most appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to
other companies and services that the provider utilizes. Do they
want to see any changes?
Would they rather go with another route (such as percentage cut) ?
Pass/Fail: Propose the monthly model with a reasonable price (~200
dollars/a month which is on the low end of medical software
companies). If the doctors/providers approve of the number then
pass, else->fail
47. Learning from Hypothesis & Experiment 3
Hypothesis: We believe that a SaaS monthly subscription model is the most
appealing payment method for a healthcare provider.
Experiment: Ask providers are current methods of payment to other companies
and services that the provider utilizes. Do they want to see any changes?
Results: Private practices who are using EMR/HER software approve of the
monthly subscription model. However, there are some extra hidden costs that
come into play when extra features are needed.
Larger hospitals use the percentage of the total payment to pay billers and
doctors aren’t pleased with this method. It leads to extra money going to
coders/billers, especially when many of the doctors are doing a lot of the coding
themselves.
Iteration: Start with monthly model and come up a more concrete number by
taking important factors into account (such as number of EMRs processed, length
of documents, etc.). Ask doctors if that number is reasonable and repeat if it is
not. Also ask doctors what factors should be considered in payment itself.
48. Hypothesis & Experiment 4
Hypothesis: We believe that billing outsourcing companies and possibly
EMR/EHR companies would be willing to partner with us if the NLP Engine
is truly accurate and intelligent.The payment method that would work best
would be a percentage of the total payment.
Experiment: Reach out to these companies and present our solution.Ask
how much money it could save them to get an idea whether they could be
possible partners or not?
Ask how they currently get revenue to get an idea of which payment
method is preferable (might depend on scenario).
Pass/Fail: If companies say yes or show signs of interest and approval then
pass, else->fail
49. Hypothesis & Experiment 4
Hypothesis: We believe that aside from visiting customers, our
website will be a major channel for reaching customers, especially if
has social media features (such as forum/blog).
Experiment: Ask physicians if/how they communicate the pains
they have in the current medical billing process. Ask if they would
like the forum and blog features and whether they would generate
more social awareness on the problems in medical billing.
Set up analytics engine to see how many people are currently
visiting website.
Pass/Fail: If doctors say yes and are eager to use the feature->pass,
else->fail