This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
The document discusses developing a recombinant gammaglobulin product as an alternative to plasma-derived intravenous immunoglobulin (IVIG) treatments. It summarizes interviews with potential customers to understand their needs and determine the value proposition. Key stakeholders are identified as patients, healthcare providers, and regulators. Partners discussed include contract manufacturing organizations, clinical trial sites, and specialty pharmacies for distribution.
Learn more about our simple, smart, fast, and reliable behavioral health solutions. We’ll help you enhance care quality, better coordinate care, streamline workflows, and grow your bottom line.
This document discusses the development of intravascular medical device coatings to promote vascular healing. It summarizes interviews conducted with various stakeholders regarding a startup company's drug-coated balloon and stent technology. Based on feedback, the company realized clinicians will require strong clinical trial data for adoption. While the regulatory pathway is challenging, it can be overcome. The interviews also informed pivoting priorities to focus on developing the drug-coated balloon first due to its shorter regulatory timeline and larger market opportunity. Going forward, the company will pursue partnerships and continue developing their technology and business model.
Affinity Therapeutics is developing drug-coated vascular grafts and drug-eluting wraps to reduce stenosis rates and failure in hemodialysis patients. They interviewed 128 potential customers including nephrologists, surgeons, and patients, and identified two minimum viable products - a coated graft and a drug-eluting wrap that could be used with fistulas or grafts. Based on further interviews and analysis, they determined the wrap has potential for a larger market. Affinity plans to submit a Phase II SBIR grant to further develop the wrap MVP and continue cultivating relationships with key opinion leaders and medical centers.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
The document discusses client testimonials about their experiences with NextGen Healthcare's EHR system.
1) Clients praise the EHR's usability, with physicians embracing the intuitive interface and clinical content.
2) Long-term clients credit NextGen as a strategic partner helping their practices grow significantly over many years.
3) Customers feel confident NextGen will continue evolving to meet changing needs and keep pace with the healthcare industry.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
Corey surg sap hana hc team 2013 12 13aashleyramos
CoreySurg is a mobile software solution that aims to improve coordination and collaboration between healthcare providers. It allows providers to view relevant patient information from various data sources on their mobile devices. This untethers providers from workstations and enables real-time status updates and notifications. CoreySurg also provides analytics on operating room efficiency. Hospitals can see increased OR utilization and savings of $1-10 million annually with CoreySurg's implementation. It integrates with existing IT systems with a low-cost trial option.
The document discusses intuitive healthcare technology and how it can be implemented effectively. It provides examples of how different organizations have used technologies like tablets, digital pens, voice recognition software and surface computing to improve clinician efficiency and patient safety and outcomes. It emphasizes the importance of selecting the right technology for the intended users and tasks, and considering a balanced approach using multiple complementary technologies instead of focusing on one platform alone.
Amogh Tantry is seeking a role that allows him to continuously grow and contribute to organizational objectives. He has over 10 years of experience in healthcare IT solutions, primarily focusing on Cerner's PathNet laboratory solutions. Currently, he is an Solutions Architect, AMS for Cerner Middle East, where he is responsible for consulting on workflow design, implementing solutions, and acting as a primary client contact. Prior to this, he worked as a Solutions Delivery Consultant for Cerner India, where he installed solutions and assisted with upgrades, testing, and troubleshooting. He has extensive experience delivering solutions to clients in the Middle East and India.
This document contains notes from a Lean Launchpad class on digital health startups. It discusses developing an early option that maximizes contribution, identifying key criteria for early adoption and validation partners. It emphasizes the importance of talking to potential customers to build relationships and credibility before presenting data. Directly targeting the top ten most interested companies can create the most value by delivering something for their pipeline. Overall, the document provides guidance on using the Lean Launchpad approach to generate early revenue and deliver an MVP to key customers.
Corey surg sap hana hc team 2013 12 13 (1)aashleyramos
CoreySurg is a mobile software solution that aims to improve coordination between healthcare providers and optimize operating room efficiency. It allows providers to access relevant patient information from EMR systems on mobile devices, update tasks in real-time, and receive notifications. This untethers providers from workstations and enables better collaboration. CoreySurg also provides metrics to help hospitals identify ways to increase OR utilization and reduce costs. It integrates with existing IT systems and offers a low-cost trial starting at $2,500 to demonstrate benefits with minimal risk.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
The document discusses developing a recombinant gammaglobulin product as an alternative to plasma-derived intravenous immunoglobulin (IVIG) treatments. It summarizes interviews with potential customers to understand their needs and determine the value proposition. Key stakeholders are identified as patients, healthcare providers, and regulators. Partners discussed include contract manufacturing organizations, clinical trial sites, and specialty pharmacies for distribution.
Learn more about our simple, smart, fast, and reliable behavioral health solutions. We’ll help you enhance care quality, better coordinate care, streamline workflows, and grow your bottom line.
This document discusses the development of intravascular medical device coatings to promote vascular healing. It summarizes interviews conducted with various stakeholders regarding a startup company's drug-coated balloon and stent technology. Based on feedback, the company realized clinicians will require strong clinical trial data for adoption. While the regulatory pathway is challenging, it can be overcome. The interviews also informed pivoting priorities to focus on developing the drug-coated balloon first due to its shorter regulatory timeline and larger market opportunity. Going forward, the company will pursue partnerships and continue developing their technology and business model.
Affinity Therapeutics is developing drug-coated vascular grafts and drug-eluting wraps to reduce stenosis rates and failure in hemodialysis patients. They interviewed 128 potential customers including nephrologists, surgeons, and patients, and identified two minimum viable products - a coated graft and a drug-eluting wrap that could be used with fistulas or grafts. Based on further interviews and analysis, they determined the wrap has potential for a larger market. Affinity plans to submit a Phase II SBIR grant to further develop the wrap MVP and continue cultivating relationships with key opinion leaders and medical centers.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
The document discusses client testimonials about their experiences with NextGen Healthcare's EHR system.
1) Clients praise the EHR's usability, with physicians embracing the intuitive interface and clinical content.
2) Long-term clients credit NextGen as a strategic partner helping their practices grow significantly over many years.
3) Customers feel confident NextGen will continue evolving to meet changing needs and keep pace with the healthcare industry.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
Corey surg sap hana hc team 2013 12 13aashleyramos
CoreySurg is a mobile software solution that aims to improve coordination and collaboration between healthcare providers. It allows providers to view relevant patient information from various data sources on their mobile devices. This untethers providers from workstations and enables real-time status updates and notifications. CoreySurg also provides analytics on operating room efficiency. Hospitals can see increased OR utilization and savings of $1-10 million annually with CoreySurg's implementation. It integrates with existing IT systems with a low-cost trial option.
The document discusses intuitive healthcare technology and how it can be implemented effectively. It provides examples of how different organizations have used technologies like tablets, digital pens, voice recognition software and surface computing to improve clinician efficiency and patient safety and outcomes. It emphasizes the importance of selecting the right technology for the intended users and tasks, and considering a balanced approach using multiple complementary technologies instead of focusing on one platform alone.
Amogh Tantry is seeking a role that allows him to continuously grow and contribute to organizational objectives. He has over 10 years of experience in healthcare IT solutions, primarily focusing on Cerner's PathNet laboratory solutions. Currently, he is an Solutions Architect, AMS for Cerner Middle East, where he is responsible for consulting on workflow design, implementing solutions, and acting as a primary client contact. Prior to this, he worked as a Solutions Delivery Consultant for Cerner India, where he installed solutions and assisted with upgrades, testing, and troubleshooting. He has extensive experience delivering solutions to clients in the Middle East and India.
This document contains notes from a Lean Launchpad class on digital health startups. It discusses developing an early option that maximizes contribution, identifying key criteria for early adoption and validation partners. It emphasizes the importance of talking to potential customers to build relationships and credibility before presenting data. Directly targeting the top ten most interested companies can create the most value by delivering something for their pipeline. Overall, the document provides guidance on using the Lean Launchpad approach to generate early revenue and deliver an MVP to key customers.
Corey surg sap hana hc team 2013 12 13 (1)aashleyramos
CoreySurg is a mobile software solution that aims to improve coordination between healthcare providers and optimize operating room efficiency. It allows providers to access relevant patient information from EMR systems on mobile devices, update tasks in real-time, and receive notifications. This untethers providers from workstations and enables better collaboration. CoreySurg also provides metrics to help hospitals identify ways to increase OR utilization and reduce costs. It integrates with existing IT systems and offers a low-cost trial starting at $2,500 to demonstrate benefits with minimal risk.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
The document summarizes the progress of Team TRACE over 10 weeks in developing a solution to address forced labor in global supply chains. They initially thought brands just needed more data, but learned remediation is complex, brands lack resources and expertise. They then developed an idea for a platform connecting brands to NGOs for help, but received negative feedback. In weeks 7-10, they partnered with the Sustainable Apparel Coalition to create a platform for brands to pool resources and collaborate on remediating problematic factories, helping workers and saving brands money.
The document provides a summary of the history of Silicon Valley and the factors that contributed to its emergence as a major hub of innovation. It discusses several key events and individuals:
1) Frederick Terman's role as Stanford professor and provost in encouraging collaboration between academia and industry, including supporting HP's founding.
2) Stanford's focus on electronics during WWII and the Cold War, bringing defense funding and spinouts like Varian Associates.
3) William Shockley founding Shockley Semiconductor which led to the "Traitorous 8" founding Fairchild Semiconductor and initiating the chip industry.
4) The rise of venture capital firms like Draper Gaither & Anderson and later Kleiner Per
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
This document summarizes the journey of SalesStash, a startup developing tools to help sales teams. It describes:
1) Their initial focus on automating slide creation which they learned did not address the biggest pain points.
2) After customer interviews, they pivoted to a content management tool that matches sales decks with third-party content using machine learning.
3) The document outlines their plans to disrupt the market research industry in three phases, growing revenue from $1M to $10M by focusing on the biggest pain points of sales teams.
The document discusses how the rules for startups have changed with the rise of new tech bubbles. It outlines four phases of startup liquidity from 1970-2014 and how approaches differed between building long-term businesses versus short-term flips. The customer development process is introduced as a methodology for startups to search for their business model by testing hypotheses through customer interaction rather than relying only on plans. Metrics are emphasized over accounting, with the goal of continuous learning rather than presuming knowledge of customers or features up front.
Healthy adults ages 50-65 with over $500k in assets and an existing will/trust are the target customer segment. The product automatically maps a user's financial and digital assets to help organize their affairs and ensure ease of handling for loved ones after death. Revenue comes from a one-time fee for static access or annual subscription for ongoing access. The goal is to gain customers through professional referrals, ads, and bloggers while retaining them through service upgrades and incentives.
HomeSlice aims to make real estate more accessible through fractional ownership. It provides an end-to-end home buying solution that removes barriers like finding reliable co-owners, structuring agreements, and liability in case of default. After validating customer interest and barriers, HomeSlice focused on facilitating co-owner agreements and mitigating default risk. By acting as a guarantor and working with institutional investors, HomeSlice allows single mortgages while keeping the process simple for lenders and borrowers.
This Slideshare introduces CMAP-Pro to Practice Managers and Administrators explaining how the device helps doctors improve outcomes for patients with soft tissue injuries, while increasing profit for the practice, and also shares 5 keys to easy implementation into your practice workflow. TO SEE TO LIVE PRESENTATION GO TO: https://nvmanagementcorp.com/cmap-perfect-auto-webinaripqpl961
The CMAP-Pro protocols capture the activity and function of specific muscle and nerve groups involved in soft tissue injuries.
FDA-approved in 2012, CMAP-Pro patient results have been validated through published clinical studies and featured in several peer reviewed journal articles.
A study was conducted with 114 consecutive patients with musculoskeletal pain claims results indicated a 6.9 times increase in the odds of case closure when there was concordance between CMAP-Pro results & the physicians independent diagnosis.
CMAP-Pro is indicated for use with:
Sprains or strains of the spine or limbs after 4 weeks without improvement; Upon consideration of upper or lower extremities; upon diagnosis of Carpal Tunnel Syndrome / Median Nerve Dysfunction; Upon diagnosis of Fibromyalgia, Myofascial Pain, Chronic Fatigue Syndrome; At symptom onset of Cumulative trauma disorder; Prior to or as part of the evaluation of Agreed Medical Evaluation / Qualified Medical Evaluation / Independent Medical Evaluation; At onset of new claim of patients with recurrent soft tissue claims; All neck and back cases when surgery considered; when symptoms do not match the description of injury/accident (ambiguous etiology); when trying to determine whether or not an injury is work related (causation analysis); when presence of pathology is in doubt (claims of an uncertain nature); to determine permanent and stationary (P&S) status or maximum medical improvement (MMI) in unexplained delayed return to work (RTW) claims; Prior to release of patient to modified duty to objectively define transitional/modified duties.
This document discusses the future of benefit verification (BV) processes and the role of electronic benefit verification (eBV) in improving the patient and provider experience. It notes that while eBV aims to make BVs more efficient, success requires balancing automation with human review to address the diversity of products and payers. An optimal eBV approach uses artificial intelligence to process most BVs in real-time while referring more complex cases to counselors. If implemented well around patient and provider needs, eBV can strengthen brands, increase speed to therapy, improve accuracy, and minimize financial burdens on patients and providers. Manufacturers should consider their product fit and integration strategy when evaluating eBV solutions.
Sometimes your practice needs a little extra help. That’s why we’re here. Our dedicated Client Support team includes hundreds of Client Support Analysts (CSAs); trained professionals, all expert in providing premium customer service and support to clients across the entire
NextGen® product suite.
The document discusses how Q-Centrix provides quality improvement solutions and services for healthcare providers. They utilize a team of over 600 quality information specialists and a technology platform called Q-Apps to perform tasks like data abstraction, quality reporting, and real-time surveillance. This allows quality teams at hospitals to focus on improvement initiatives rather than data management.
The document discusses how Q-Centrix provides quality improvement solutions and services for healthcare providers. They partner with over 300 hospitals to conduct quality data abstraction and deliver accurate reporting to help hospitals meet quality requirements. Q-Centrix uses a team of over 600 quality information specialists, most with clinical backgrounds, and a technology platform called Q-Apps to provide a comprehensive suite of quality solutions including concurrent review, core measure abstraction, registry reporting, and more.
Every provider has unique challenges, but all share similar goals: a healthy bottom line and healthy patients. APA works in seamless partnership with hospitals and healthcare systems to proactively identify opportunities to improve efficiency, increase revenue and exceed performance goals. We consistently respond to every type of challenge with innovative, fully customizable solutions that guarantee healthy results.
Preparation is the Key to Meaningful Use SuccessIatric Systems
This document summarizes a presentation on preparing for meaningful use audits. It provides an overview of recent CMS updates to stage 2 meaningful use requirements, common stumbling blocks providers face, how to conduct a gap analysis, lessons from customer audit experiences, the benefits of mock audits, how intelligent medical objects can help with requirements, and an outlook on future stage 3 goals. Contact information is provided for attendees to ask questions or provide feedback through a post-webcast survey for a chance to win a gift card.
MD Revolution offers a digital health services platform called RevUp for chronic care management. RevUp uses algorithms to segment patients by clinical data, goals, and care plans. It then provides personalized coaching through secure messaging from care teams. In clinical trials, RevUp users experienced reductions in body fat, weight, blood pressure, and improvements in cardiorespiratory fitness after 90 days. MD Revolution provides an end-to-end chronic care management solution with tools for patient enrollment, care plan creation, clinically relevant messaging through multiple modalities, and billing automation.
The alphabet soup of clinical quality measures reporting and reimbursement 2...Bill Presley
CMS is transitioning to what the they call "a new and more responsive regulatory framework" for quality reporting and reimbursement. CMS goals are "…electronic health records helping physicians, clinicians, and hospitals to deliver better care, smarter spending, and healthier people". Over the next couple years, we will see a transformation of fee for service into value-based care models driven by the VBP, Quality Payment Program, MACRA, Merit-based Incentive Payment System (MIPS) and Alternative Payment Models (APM). Healthcare organizations will no longer be motivated by implementing and meeting Meaningful Use, but instead will be driven by value-based care and risk-based payment models that focus on quality outcomes for reimbursements.
In this Education Session we will review:
• How CMS is aligning clinical quality measures (CQMs) to reduce the reporting burden for healthcare organizations and providers. We will cover the vision and goals for achieving quality alignment for CMS.
• We will dive into the following CMS reporting programs and how they interact with each other: Value-Based Purchasing (VBP), Medicare Access and CHIP Reauthorization Act (MACRA), Merit-based Incentive Payments (MIPS), Hospital Inpatient Quality Reporting (IQR), The Joint Commission (ORYX), Outpatient Quality Reporting (OQR), and Alternative Payment Models (APM).
• How the Eligible Hospital and Eligible Professional reimbursement models will change in 2017 and going forward.
• Compare and contrast the requirements for quality measure reporting and identify strategies to ensure compliance.
• The potential impact to hospital reimbursement of current and proposed programs that will affect quality reporting for hospitals and providers.
• How to improve efficiency and quality by aligning measures across initiatives.
• Where to find current information (and breaking news) on each of these Quality Initiatives.
In the past, organizations participating in quality reporting initiatives involved abstractors sifting through a small sample set of unstructured data in paper charts to then manually convert their findings to discrete reportable data. This approach is time consuming and requires extensive amount of resources from both IT and Quality staff. Aligning quality initiatives can improve efficiencies and processes, and contribute to population health management efforts, both locally and nationally.
At the conclusion of this presentation, attendees will be able to apply what they’ve learned about aligning Clinical Quality Measures across initiatives specific to their organization to improve reimbursements, reduce their reporting burden, increase efficiencies, and realize the benefits of Population Health Management.
If you are responsible for hospital quality, IT, clinical quality measure initiatives or have a vested interest in making sure your organization is aligning quality measures reporting, this informational session is a must.
Turning Price Transparency Into a Competitive Advantage in the Age of Consume...Megan Williams
The document discusses turning price transparency into a competitive advantage under new CMS rules requiring hospitals to publicly post their standard charges. It notes that audits show significant non-compliance and price disparities for the same procedures across hospitals. The role of cost accounting data in evaluating service line and contract profitability is discussed, as are opportunities to use cost data for strategic budgeting, performance improvement, and population health management. Questions are posed about how hospitals currently set prices and whether decreases could make them more competitive.
The document describes the development of a dashboard to measure the impact of Innovation Units at Massachusetts General Hospital. It outlines the dashboard development process, including selecting metrics, collecting data from various sources, and using visual displays and benchmarks to show performance over time. The goal is to use data to drive improvement through testing changes and spreading improvements. Sample metrics in the dashboard include falls, pressure ulcers, central line infections, and patient and staff satisfaction measures.
7 User Secrets Why More Tribal Health Centers Choose NextGen SolutionsNextGen Healthcare
Learn how you can select the right electronic health record (EHR) solution for your Tribal Health Center by making sure your Healthcare IT partner meets the following seven essential criteria
How to thrive in the new value based care delivery worldHealth Catalyst
As Healthcare shifts from fee-for-service towards value-based care, many healthcare systems struggle with this challenging transition.
Join Tom Burton, Co-founder of Health Catalyst, as he describes the journey of many health systems working through the complexities, capabilities and strategies required to thrive through the transition.
You will come to understand:
How analytics can help to better manage at risk contracts in value-based care delivery settings
How network optimization through appropriate provider selection can reduce out of network leakage
How a balanced approach to care management increases your return on investment
The three key capabilities required for systematic population health management
Tap into our integrated system. See how your organization can achieve a new level of care and financial success. Leverage the NextGen Healthcare Ambulatory Ecosystem for your healthcare IT needs.
The document provides tips for improving patient satisfaction through better responses to patient inquiries. It recommends tracking 4 simple metrics: [1] response time, setting a benchmark of responding within 24 hours for digital communications and 1 hour for phone calls; [2] messages to escalate, recommending escalating inquiries after 4 back-and-forth messages; [3] turnaround time, aiming to answer inquiries within 2 days or less; and [4] frequently asked questions, categorizing common questions to improve staff responses. Tracking these metrics can boost patient satisfaction, increase employee productivity, and decrease costs.
Call for Beta Site Hospital Partners for Quality Patient Safety ProjectiCareQuality.us
In order to improve quality and patient safety we need to engage and empower our frontline care team. This engagement is critical for accountability and transparency to drive performance results and positively impact care delivery where it counts most. Contact CCG, Patient Safety Organization to improve Quality Patient Safety as a beta site partner.
CCG Marketing Solutions offers various brand support services including patient, practitioner, and field support services. Their services aim to help clients meet objectives in a cost effective manner through tactics like sample distribution, direct mail, sales force automation, and more. Jeff Pinkin welcomes the opportunity to discuss how CCG can help clients transfer existing programs or develop new innovative ways to reach their target audiences.
This document summarizes the costs and benefits of implementing OpenPM practice management software compared to traditional in-house systems. OpenPM offers lower upfront and ongoing costs through a monthly subscription model with no large capital expenses, maintenance fees, or long-term commitments required. It reduces investment risk and saves practices thousands per year compared to typical total ownership costs of in-house systems that are six times the initial software fee over five years. OpenPM provides full-featured software and strong customer support at affordable prices through its software-as-a-service model.
In this MTBC Brochure you can find all information about MTBC medical billing services and all products related to electronic health record , patient management, and other mhealth apps etc.
A developer created a hospital management system to automate daily clinic activities and provide quality patient services. The system manages doctor appointments, medical billing, patient treatment history, diagnostics, and administrative tasks. It offers features like appointment scheduling, front office management, inventory management, pathology processing, and reports. The system eased doctors' and staff's daily work and increased clinics' reputation and revenue through its ease of use, speed, multi-user functionality, and manageability.
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
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
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
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
2. Aja Health
MS Data Science, MBA MBA, MA BS, MS Computer Science MS Electrical Engineering, MBA Founder Original3 Inc
3. Our end customer was insurers. We assumed that buy in from patients and physical therapists were means to that end
Adherence
=
Outcomes
25%
Surgery Reduction
Custom Hardware
4. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Athlete Pivot
Clinic Pivot
Text Message
MVP
Platform Pivot
Works Comp
Clinic
Text Messages
Interview Count
“Aja has left the building”
8. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Text Message
MVP
Platform Pivot
Works Comp
Clinic
Text Messages
Interview Count
Athlete Pivot
9. After limited interaction with insurance companies we pivoted to PT for athletes
Insurers
• Lack of statistical evidence
Athletes
• Regularly need PT and are
motivated
• Lie about recovery to re-enter play
faster
• Want quantitative measures of
progress
10.
11. Dr. Joel Press – Medical Director of Rehab Institute of Chicago
12.
13. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Text Message
MVP
Platform Pivot
Works Comp
Clinic
Text Messages
Interview Count
Athlete Pivot
14. We found that PT clinics are very insterested in increasing adherce, something AJA health specializes in
Athletes
• Want progress data from at home
exercises
• Athletes meet with their trainers daily
Clinics
• Interested in differenating themselves
• Incentives aligned with patient outcomes
• Reponse rates were >75%
15. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Platform Pivot
Works Comp
Clinic
Text Messages
Interview Count
Athlete Pivot
Text Message
MVP
16. Clinics owners showed immediate interest in
our text messaging solution
o Immediate Testing: Utilizing a text
message service and manual data roll ups
and manual message sending
o Foot in the door: The MVP provides us
with access to those at clinics who have
purchasing power
o Free for patients: A free MVP allows us to
test adherence hypothesis isolated from
cost
17. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Platform Pivot Clinic
Text Messages
Interview Count
Athlete Pivot
Text Message
MVP
Dot Demo
18. With the success of the text messaging Aja Health became a platform
Passive tracking device that provides
quantitative measures of adherence
Low cost solution proven to increase patient
engagement and appointment attendence
Clinic, physican, and patient level metrics that
differentiate skill and predict aherence and
outcomes
19. Using MVP contacts we were able to demo the Recovery Dot hardware and gauge interest levels
Patients preferred the Recovery Dot due to its “hands-off” nature – provided it was covered by insurance
Clinic owners and therapists responded positively, but preferred the text message solution for its immediate value
20. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Platform Pivot
Interview Count
Athlete Pivot
Text Message
MVP
Dot Demo
Workers
Comp
21. “You guys are missing the forest through the trees” -Dr. Lehman
Worker Comp Market
• 45.5 B Market
• Strong interest in adherence
• Value straight to bottom line for insurers
26. Throughout Lean Launchpad we have made a number of pivots towards our final position
1 2 873 4 65 9
15 27 44 58 68 78 88 104 112
Clinic Pivot
Platform Pivot
Interview Count
Athlete Pivot
Text Message
MVP
Dot Demo
Works Comp
Clinic
Text Messages
27. Dynamic messaging engages
patients and increases their
adherence and enagement
Utilizing the familar SMS platform
there is no learning curve
Our solution provides visibility into
which patients are adhering to their
prescribed regime
Automic roll ups of patients
adherence allows therapists to know
where their patients are on the road
to recovery
28. Updated and accurate information based on interviews
$6M
.
Annual
Net Profit
22K
Monthly Clinic
Revenue
Increase
$2
Monthly Cost
Per Patient
Per Clinic
600
Clinics
Serviced
29. Assumptions we made and gaps that we filled in by getting out of the building
30. Updated and accurate information based on interviews
TAM: 3B
SAM: 660M
Initial Income
•Year 1: 495K
•Year 2: 990K
•Year 3: 3M
• TAM data generated from intereviews with
Performance Health
• SAM is based off our finanical model pricing text
message services at $2 / patient / month
• Average 550 patients / clinic / month
• Sales Projections – Clinic Totals
• Year 1 – 75
• Year 2 – 150
• Year 3 – 450
• Conservative margins 50%+
31. Customer acquisition and retention plan and relevent metrics for Aja Health
Get
Keep
Grow
• Clinic lifetime of 5 years with 250 annual patients
• Up-sell patients on in-app purchases
• Sell more devices that feed into platform
• Database of compliance for individual PTs
• App personalization for individual clinics
• Analytics for best interventions
• Sales are at the clinic level
• Foot in the door with text messaging
• Value of product must be signed off by therapists
CAC: 2.3k
Churn: 3%
LTV: 75k