The document describes a proposed solution called WorkMeIn to streamline the patient referral process between primary care physicians (PCPs) and specialists. It aims to centralize referrals, provide a quick single transaction process, collect referral data, and give patients a say in their appointments. Currently, referrals take multiple days and 60-70% go unscheduled. WorkMeIn would allow PCPs to query specialists, let patients choose appointments, and include patient information with referrals. It could increase efficiency, referrals within networks, and provider profitability. The market potential is over $75 million annually.
Surviving the Therapy Caps and Manual Medical Review with Nancy Beckley and C...Clinicient
How to Survive Therapy Caps and the Manual Medical Review with Physical Therapy and Rehab compliance expert Nancy Beckley and Clinicient, a proven leader in physical therapy EMR and practice Management solutions.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
Surviving the Therapy Caps and Manual Medical Review with Nancy Beckley and C...Clinicient
How to Survive Therapy Caps and the Manual Medical Review with Physical Therapy and Rehab compliance expert Nancy Beckley and Clinicient, a proven leader in physical therapy EMR and practice Management solutions.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
A client walking into PrettiSlim has high expectations. She would have given up on her diet and exercises, and would be looking at PrettiSlim with a new glimmer of hope.
Presented at the George Washington University 1st GME Retreat. Includes overview of handoff function and content, pitfalls for handoffs, and strategies for safe and effective communication during handoffs, and how to use process improvement techniques to make handoffs safer. Handout includes handoff menu of educational tools to be used by faculty teaching.
Discover how a large healthcare provider was able to decrease lost anesthesia drug charges by 40% and improve patient safety through improved Anesthesia management
Planning the implementation of an EMR or EHR, then you need to understand the basics of defining your clinical workflow. This presentation was made at a variety of medical conferences
The Communiqué is a publication dedicated to bringing articles and advice, specific to the anesthesia and pain management community, that are practical and tangible. ABC is happy to provide The Communiqué electronically as well as hard-copy versions. The Communiqué features articles focusing on the latest hot topics for anesthesiologists, nurse anesthetists, pain management specialists and anesthesia practice administrators.
Tony Mira, President & CEO, explains, “The Fall 2014 issue features several experts in anesthesia practice management providing helpful advice, starting with Danielle Reicher, MD, an Anesthesiologist from San Diego, CA. Dr. Reicher describes a specific and very important application of EHR technology in Making Meaningful Use More Meaningful: communicating with patients." Dr. Reicher states, “While we may not be a daily fixture in the medical lives of our patients, our role is critical and the information we gather can be extremely vital to the electronic medical record. Let’s make Meaningful Use even more meaningful!”
Another author we are proud to feature is Steven Dale Boggs, MD, MBA, Director of the OR and Chief of the Anesthesia Service at the James J. Peters VA Medical Center in Bronx, NY as well as Associate Professor of Anesthesiology at The Icahn School of Medicine at Mount Sinai in Manhattan, NY. One of Dr. Boggs’s areas of particular interest is GI sedation. For the past several years, Dr. Boggs has been working closely with endoscopists at Mount Sinai in New York and elsewhere, evaluating turnover time and safety metrics. He will be presenting at The ANESTHESIOLOGY™ 2014 annual meeting in New Orleans with a Point-Counterpoint session on Monday, October 13th and on a panel Tuesday, October 14th, and he gives us a detailed preview of his arguments in Computer-Assisted Personalized Sedation (CAPS): Will It Change the Way Moderate Sedation is Administered? ABC was pleased to have the opportunity to provide Dr. Boggs with claims data showing that the cost of anesthesia and anesthesia providers may be quite competitive with cost of CAPS.
For these and past Communiqué articles, please log on to ABC’s web site at www.anesthesiallc.com and click the link to view the electronic version of The Communiqué online. To be put on the automated email notification list, please send your email address to info@anesthesiallc.com. We look forward to providing you with compliance, coding and practice management news through The Communiqué.
Enabling community and patient centred care, pop up uni, 11am, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
A client walking into PrettiSlim has high expectations. She would have given up on her diet and exercises, and would be looking at PrettiSlim with a new glimmer of hope.
Presented at the George Washington University 1st GME Retreat. Includes overview of handoff function and content, pitfalls for handoffs, and strategies for safe and effective communication during handoffs, and how to use process improvement techniques to make handoffs safer. Handout includes handoff menu of educational tools to be used by faculty teaching.
Discover how a large healthcare provider was able to decrease lost anesthesia drug charges by 40% and improve patient safety through improved Anesthesia management
Planning the implementation of an EMR or EHR, then you need to understand the basics of defining your clinical workflow. This presentation was made at a variety of medical conferences
The Communiqué is a publication dedicated to bringing articles and advice, specific to the anesthesia and pain management community, that are practical and tangible. ABC is happy to provide The Communiqué electronically as well as hard-copy versions. The Communiqué features articles focusing on the latest hot topics for anesthesiologists, nurse anesthetists, pain management specialists and anesthesia practice administrators.
Tony Mira, President & CEO, explains, “The Fall 2014 issue features several experts in anesthesia practice management providing helpful advice, starting with Danielle Reicher, MD, an Anesthesiologist from San Diego, CA. Dr. Reicher describes a specific and very important application of EHR technology in Making Meaningful Use More Meaningful: communicating with patients." Dr. Reicher states, “While we may not be a daily fixture in the medical lives of our patients, our role is critical and the information we gather can be extremely vital to the electronic medical record. Let’s make Meaningful Use even more meaningful!”
Another author we are proud to feature is Steven Dale Boggs, MD, MBA, Director of the OR and Chief of the Anesthesia Service at the James J. Peters VA Medical Center in Bronx, NY as well as Associate Professor of Anesthesiology at The Icahn School of Medicine at Mount Sinai in Manhattan, NY. One of Dr. Boggs’s areas of particular interest is GI sedation. For the past several years, Dr. Boggs has been working closely with endoscopists at Mount Sinai in New York and elsewhere, evaluating turnover time and safety metrics. He will be presenting at The ANESTHESIOLOGY™ 2014 annual meeting in New Orleans with a Point-Counterpoint session on Monday, October 13th and on a panel Tuesday, October 14th, and he gives us a detailed preview of his arguments in Computer-Assisted Personalized Sedation (CAPS): Will It Change the Way Moderate Sedation is Administered? ABC was pleased to have the opportunity to provide Dr. Boggs with claims data showing that the cost of anesthesia and anesthesia providers may be quite competitive with cost of CAPS.
For these and past Communiqué articles, please log on to ABC’s web site at www.anesthesiallc.com and click the link to view the electronic version of The Communiqué online. To be put on the automated email notification list, please send your email address to info@anesthesiallc.com. We look forward to providing you with compliance, coding and practice management news through The Communiqué.
Enabling community and patient centred care, pop up uni, 11am, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
NHS e-Referral Service (ERS) presentation delivered by The Health and Social Care Information Centre (HSCIC) at the Healthcare Efficiency Through Technology (HETT) Expo - Oct 2013.
Improving ruli district hospital's patient referral system, final, 4.12.11Wendy_Leonard
Presentation by team of MBA students from Ross School of Business at University of Michigan. Describes recommendations for improving the referral process for rural health centers to the district hospital in rural Rwanda.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Health being a very important issue nowadays, a major problem facing health care systems throughout the world is how to share medical records/data with more collaborators for more purposes, and we also ensure about data integrity and protecting patient privacy. With our study hospitals and the clinic will be able to give all control of medical records to patients and increasing accessibility of medical records and also enhancing the security of records through the power of Blockchain and cloud structure. Each and every patient will have its own secure manageable cloud space. Patients can store and manage medical records in their cloud health wallet anytime anywhere. The patient can replace hardcopy of medical records with their cloud medical wallet.
How to Achieve a PCMH Certification - Small Practice - Practice-centered medi...Donte Murphy
This is a PowerPoint presentation from Dr. Khan, Medical Director, MedPeds Medical Clinic. He has a small practice and is a certified PCMH. In this presentation he shares his strategy that led to his success. This is a powerful presentation for practices of all sizes, whether large or small. For more information, feel free to email us at: marketing@amazingcharts.com.
Implementation of Timely and Effective Transitional Care Management ProcessesCHC Connecticut
Join us to discuss best practices for integrating daily follow-ups for patients recently hospitalized for health emergencies. Effectively following up with patients is a critical responsibility for integrated care teams.
Experts will share how their teams respond to patients to identify care gaps and support the transition of care. Workflow descriptions will provide participants with the tools to support their work to adapt specific steps into their model of team-based care.
Panelists:
• Mary Blankson, DNP, APRN, FNP-C, FAAN, Chief Nursing Officer, Community Health Center, Inc.
• Veena Channamsetty, MD, FAAFP, Chief Medical Officer, Community Health Center, Inc.
• Bibian Ladino-Davis, Behavioral Health Coordinator, Weitzman Institute
MAN6501: Operations Management
1
MAN6501: Operations Management
Problem Set 1: Process Analysis and Improvement
Instructions:
1. The case contains all of the necessary data to complete the assignment. If you
believe critical data is missing, make an assumption. Any assumptions you make
should be reasonable and consistent with other case data.
2. As a general rule, if you have a question about the “correct” interpretation of
some aspect of the case or the assignment, you should just state your assumption
and continue to work. In fact, these statements of logic will be used in the
evaluation of your submission.
MedNOW Clinic case
The MedNOW clinic provides convenient healthcare services for a wide range of non-emergency
medical issues. The clinic is located in Cambridge in close vicinity to a large hospital and serving
a population with diverse ethnic backgrounds. Patients can walk-in or call in advance to schedule
an appointment. The clinic operates 7AM to 7 PM on weekdays, with extended opening hours
during the weekend. The clinic can do basic x-rays including chest x-ray and extremity x-rays
(such as ankle, foot, arm and leg) and also provides lab services. On average 20 patients arrive at
the clinic per hour, including walk-ins and appointments.
Registration – The registration desk is continuously staffed with one person. They call the
patient from the waiting room and create a patient record. The patient is then told to go back to
the waiting room. The registration process takes on average one minute.
Triage – The triage nurse calls the patients from the waiting room. They create a patient chart
and register the check-in time. During triage the nurse determines the priority of patients'
treatments based on the severity of their condition. The triage is staffed with one registered nurse
(RN) and the average time for triage is about 2 minutes. On average, 10% of the patients require
medical care that is not available at the clinic and need to be sent to a hospital in the vicinity of
the clinic. The other patients are told to go back to the waiting room and wait for the doctor call.
Examination – The clinic has four examination rooms and four MDs available at all time. An
assistant calls the patients into the examination rooms and help the patient prepare for the
examination. The examination time is highly dependent on the medical condition. Based on
historical records the clinic has determined the following distribution for examination time:
MAN6501: Operations Management
2
Probability 0.4 0.4 0.2
Time 2 minutes 8 minutes 10 minutes
In 50% of cases the MD completes the diagnosis, writes a prescription and the patient is ready to
discharge. The other 50% of patients require some form of diagnostic and are sent to the medical
diagnostic lab.
Medical Diagnostics – There are three areas of medical diagnostic testing each with its own staff.
Analysis ...
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...Wellbe
The Bundled Payments for Care Improvement (BPCI) Initiative began generating data in January of 2013. Dr. Iorio will outline the challenges and benefits of implementing BPCI for Total Joint Arthroplasty at an urban, tertiary, academic medical center with a hybrid compensation model. Early results from the implementation of a Medicare BPCI Model 2 primary TJA program demonstrate cost-savings with an improvement in quality of care metrics and continued cost savings through year 3 of our experience. Changes in patient optimization, care coordination, clinical care pathways, and evidence-based protocols are the key to improving the quality metrics and cost effectiveness within the implementation of the Bundled Payment for Care Initiative, thus bringing increased value to our TJA patients.
Maximizing Value in a Bundled Environment – Keys to Success:
• Evidence based, cost effectiveness analysis
• Standardized protocol adoption
• Transparent data
• Perioperative Patient Optimization
• Care management
• Physician-hospital alignment with Gain sharing
• Enhanced pain relief and rehabilitation protocols
• Blood management and rational VTED prophylaxis
About the Speaker:
Richard Iorio, MD, is the William and Susan Jaffe Professor of Orthopaedic Surgery at New York University Langone Medical Center Hospital for Joint Diseases and Chief of Adult Reconstruction at NYU Langone HJD. He co-founded Labrador Healthcare Consulting Services, Responsive Risk Solutions, and the Value Based Healthcare Consortium in 2015. He is a member of the Board of Directors for LIMA, the Lifetime Initiative for the Management of Arthritis. Dr. Iorio is a national expert in physician and hospital quality and safety and a leader in the implementation of alternate payment paradigms in orthopaedic surgery.
Staffing Decision-Making Using Simulation ModelingAlexander Kolker
The use of Management Engineering methodology for
staffing decision-making.
• Part 1 - Quality and Cost: Outpatient Flu Clinic.
• Part 2 - Quality and Cost : Optimal PACU Nursing
Staffing.
• Summary of Fundamental Management Engineering
Weitzman 2013 Relative patient benefits of a hospital-PCMH collaboration with...CHC Connecticut
Anuj K Dalal presents information on a PCORI research grant: Relative patient benefits of a hospital-PCMH collaboration within an ACO to improve care transitions.
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
3. Company Purpose
• Streamline and centralize patient referrals
– Both:
• Patient referrals between PCP’s (primary care physicians) and specialist
physicians, and
• Patient referrals from physicians to diagnostic providers (blood tests, CT’s,
MRI’s, Ultrasounds, X-Rays, etc.)
• Take the currently long and inefficient process (multiple days,
phone calls, faxes) and make it a very quick single transaction
• Collect useful data on all referrals, and use it to further increase
referral and provider efficiency
• Provide specialists with a better mix of incoming patients, thus
increasing their profitability
• Patient should leave original appointment with referral
appointment(s) in hand
4. Problem
• Current referrals (in private practice) generally take place
over the phone, with fax machines, or email like systems
– Can take multiple days just to make appt
• Patient typically has no say who/where/when their new
appointment will be.
• Specialists have little-to-no control over their incoming
referrals, and no data on their competitors’ incoming
referrals.
• Specialists like orthos or cardios DON’T want their
appointments to be available to just anyone, like on
ZocDoc.
– Specialists and diagnostic providers want their appointments
JUST in the hands of the patients who really need them.
5. Problem: statistics
• 60-70% or referrals go unscheduled
• 68% of specialists receive no patient information from
PCP’s prior to patient visit
• 25% of PCP’s do not receive timely information post-
referral
• Providers spend $20 in labor to file each document and
lose 1 in 20 documents, costing $125
• 86% of mistakes in healthcare are administrative
• Providers need to fill out an average of 20,000 forms/year
• Average ratio of staff handling paperwork to doctors is 8:1
• Lost referrals can cost a facility $100’s of thousands to
millions per year in lost treatment revenue
6. Problem: Current Referral Process
3.) Later that day, or days 4.) Referral nurse calls one
later, PCP’s referral nurse of the specialists and asks
1.) PCP Decides to refer 2.) PCP makes little note in
spends time looking up for appointment times
patient to specialist patient’s chart
which local specialists (making multiple referrals,
accept patient’s insurance they stack up each day)
7.) IF: the appointment 6.) Referral nurse calls
8.) ELSE: The referral nurse
worked for the patient, the patient tells patient their 5.) Referral nurse chooses
has to call the specialist
referral nurse will fax the appointment time/place one of the appointments
again to get a different
specialist the patient’s (hopefully it works for the for the patient
appointment
information, and be done. patient)
9.) Repeat 6-8 until patient
has appointment, or gives
LATER: 68% of specialists
receive no patient
Currently, 60-70% of
up (60-70% or referrals go
unscheduled)
information from PCP’s
prior to patient visit referrals go unscheduled
7. Solution
3.) Patient gets to
choose the appointment Patient leaves PCP office
1.) PCP decides to refer 2.) PCP (or nurse) runs
that works for them, happy, appointment(s) in
patient to specialist query on WorkMeIn
with the specialist they hand
want
• Queries only include providers who accept the
patient’s insurance plan
• Patient gets to choose appointment
• CCD’s (continuity of care documents) are included
with each referral for smooth patient handoff
• Completed referral takes about 2 mins using
WorkMeIn
8. Solution: Bigger Picture
• Probability (heuristic) of each patient referral
requiring surgery is calculated at the time of
referral using classification algorithm (in
development) –> The patient’s “Priority Score”
– Specialists set how restrictive they want to be with
their schedule
• Specialists can give priority to PCP’s they have personal ties
with, or who’s referrals lead to most surgeries
– Patient’s “Priority Score” and PCP’s “weighting” with
each specialist is combined at the time of referral to
determine how soon the patient can get in with each
specialist
9. Solution: Bigger Picture (continued)
• So, if a patient had a high probability of needing
surgery, they would be able to get in with the most
competitive surgeon right away
• If patient had low probability of needing surgery, they
might have to wait for the most competitive surgeon,
but could get in with Dr. New-in-town tomorrow
• This increases Dr. Big-shot’s surgery:newpatient ratio,
and helps fill Dr. New-in-town’s clinic, making them
both more profitable
• On top of this, the patient is still getting to choose the
appointment that works for them
10. Why Now?
• Affordable Care Act
– Stage 2 Meaningful use- right around the corner
• CCD’s, and XML based continuity of care document
• ^ Mandated standardized communication protocols between
EMR’s/EHR’s
– Private Practice Pressures: ACO’s and IPA’s
• Physicians assuming greater responsibility for the health of
populations, not individuals
• Physicians are relinquishing private practice autonomy in favor of
networks and group formations
– Accountable Care Organizations (ACO) and Independent Physicians’
Associations (IPA)
• ACO’s and IPA’s bring together providers and reward them for
controlling costs
– Incentive to increase efficiency, as well as keep patients within ACO/IPA
11. Why Now? (In short)
• Patient data is being standardized and thus easily
passed with referral
• Massive downward financial pressure on private
practice physicians
– WorkMeIn makes them more efficient, more
competitive, and more profitable
• IPA’s and ACO’s
– WorkMeIn helps them keep patients in their network,
and helps them save money, directly impacting their
bottom line
12. Market Size
• 850,000 physicians in US
– Assuming we could subscribe 4% of US physicians to
analytics packages:
• Market potential for analytics packages is $28,560,000/yr
• 5,211 medical imaging centers in US
– Assuming we could provide 7% of referrals to these
centers at $30/referral, with each center receiving an
avg 17 referrals/day (252 work days/year):
• Market potential for imaging referrals is $46,880,000/yr
• Total capturable market: $75,440,000 rev/yr
13. Competition
• The dinosaurs:
– Cerner
– Epic
– eClinicalWorks
– fax machines
• The younger guys:
– ZocDoc
– referralMD
– Patient Placement Systems
15. Competition: What they all do wrong
• Point to point referrals – no handshake, no
transaction, no handoff
– Just a 1 directional packet of information, a
glorified email.
• Patient still has no say in who/where/when
appointment will be
• They do nothing to improve the incoming
patient mix for the specialists
16. Competition: Additional pains
• Despite their lack of value added to the
practice, the are very expensive:
– Cerner: $5000 - $15,000
– referralMD: $250/mo, with limited # referrals
– THEY ALSO REQUIRE 3 MONTHS TO SET UP!
17. Product
• Physician facing app, patients don’t have direct access
• Referrals take about 2 minutes using our prototypes
• Iterated through several prototypes based on physician
feedback, and continually refining/iterating
• Fully HIPAA compliant using high security SSLv3 and
bcrypt encryption, so data is safe
• Portals for PCP’s, Specialists, and Diagnostic/Imaging
providers
– Manage referrals, receive updates, edit settings, and view
competitive data such as market share analysis
19. Business Model
• Basic usage is free for physicians- unlimited referrals
• Revenue streams:
– Access to competitive data and analytics sold to physicians
on monthly subscription
• Only we can provide this info, such as referral market share
• In an eat-what-you-kill business, this is invaluable
– Referrals to diagnostic imaging centers (like MRI owners)
cost the receiving center on a per-referral basis
• If we control the local referrals, and every patient in their door is
$500 for them, they’ll happily pay us $30/referral
– Specialists can pay to improve their ranking in referral
query results
20. Team
• Founder: Jon Gautsch
– Formerly pre-med/business major, now Comp Sci at the University of Notre
Dame, 2014
– A Grand Prize Winner in the 2012/2013 GE Hospital Quest, out of over 3000
submissions
– Turned down position at Epic Health Systems to work full time on WorkMeIn
• Advisors:
– Dr. Thomas Gautsch M.D.
• Johns Hopkins trained, board certified orthopedic surgeon
• Crucial in guiding product to meet physician needs
• He’s my dad, so I have unlimited access to his input
– Dr. NiteshChawla, Ph.D.
• Extensive experience in handling and anlyzing large amounts of medical and patient data
in a secure and HIPAA compliant way
• Data mining and machine learning expert
– David Lamb, J.D.
• Former editor-in-chief of Notre Dame Law Review
• Corporate lawer for Chadbourne& Parke LLP
21. Financials
• So far the only expenses have been about
$550 worth of web services (domain, hosting,
SSL certificates, etc), $350 for forming LLC,
and time
• WorkMeIn currently has about $3000 in cash
(from Jon)
• Jon owns 96%, Dr. Gautsch owns 2%, Dr.
Chawla owns 2%