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​ A Diversity of Experience Enhances EHR Consulting

Courtney Patterson - Thursday, September 21, 2017


by: Chris Ning


One of the ways consultants can drive additional value for clients – beyond what is normally expected – is by drawing on our unique educational and professional backgrounds to resolve issues. Sagacious Consultants routinely blend our technical and operational expertise; I’d like to share an example where I recently did so. Leading daily General Ledger reconciliation at a recent client was a non-traditional way I blended my technical knowledge of the EHR system with my accounting background.


I started by designing, building, and testing the client’s GL based on their unique requirements. Having a background in accounting allowed me to understand exactly how Treasury wanted to set up their GL and how they wanted to route different types of transactions to different ledger accounts. The reconciliation process involved daily balancing of every transaction in the EHR to the appropriate account in their external general ledger system. Any delays in identifying and fixing troublesome transactions would result in delays to the next day’s load, which could create a significant backlog and negatively impact month-end and year-end balancing.


My accounting training allowed me to quickly identify out-of-balance GL accounts, and my technical knowledge helped me identify which transactions were causing the imbalance. It also helped me identify and remedy issues caused by both build issues and end user errors and prevent them from occurring again.


The main lesson I learned from integrating my accounting background with my Epic build knowledge was that there are many ways we can employ what we’ve learned outside of working with EHR to provide substantial value to our clients. For example, it’s easy to imagine how training in languages, graphic design, and other fields could add value to a consulting engagement. A Spanish speaker could help create patient communications in that language, or a consultant with graphic design skills could help modernize the design of patient statements. The key is for consultants to be proactive in looking for ways to incorporate what we already know with our technical knowledge.

Tips and Tools to Monitor Charge Correction at Go-Live

Courtney Patterson - Tuesday, August 15, 2017

by: Brandon Reese



Sometimes, in the rush to go-live, clinical users and department managers overlook the importance of charge correction. They may overlook proper charge correction workflow documentation, training on these workflows, and monitoring for dropped charges. Go-live does get hectic, but it is important that managers and end users alike know your organization’s processes for this high-impact workflow. Maintaining early charge correction ownership at go-live can help prevent problems, mitigate issues quickly as they arise, and drive frequent workflow review to ensure charge correction procedures are functioning correctly.


This blog is for you if your organization is implementing an EHR and getting ready for go-live. We aim to provide some guidance around the charge correction process: who’s involved, what their responsibilities are, and a sample tool for accountability.


People at all levels of the organization must understand and agree to charge correction processes and procedures:


Charging Leadership: Leadership needs to recognize the importance of defining charge correction workflows, and to empower the IT team to make decisions and act on them. A charge correction workflow is a workflow that allows users to flag accounts that have incorrect charges so downstream billing users can correct the accounts. Like most things, without adequate buy-in from leadership, your charge correction workflow will not be ready to succeed.


IT Team: After leadership approves the correct workflow, your IT team should be involved in modifying your EHR correctly to ensure that it supports the desired workflow. Without a smooth workflow, your end users will be reluctant to engage in the process.


Operational Managers: Operational managers will need to monitor their areas’ charges during go-live to ensure that they are acting quickly on charges that were missed and encouraging their staff to follow your charge correction process as quickly as possible when errors are noticed.


Training Team: The best workflows and organizational support in the world will not be of any use if your end users have not been properly trained. Be sure to engage your EHR training team early and often so they can incorporate your decisions and include lessons about how to spot lost revenue and how to act on it.


Operational End Users: All users whose workflows include charging will need to buy in to your process and be able to complete it easily. Charge correction is often the last thing on your users’ minds during a go-live so you must ensure that they are reminded and aware of the process for when they do notice charges being missed in their departments.


With this type of top-down organizational engagement, proper charge correction processes trickle to all levels of user involvement, and become a core aspect of one’s workday thus preventing potential revenue loss at and after go-live.


If you are nearing go-live and have outstanding questions or are not confident about your organization's charge correction process, it is important to confirm the tasks above are planned, assigned, approved, and communicated thoroughly.


Tools for Assigning Charge Correction Tasks


There are several project management tools to help identify and assign ownership for these tasks. One that we have found particularly effective is the RACI Diagram. RACI stands for Responsible, Accountable, Consulted and Informed, and the tool is a responsibility matrix to clarify task ownership. Using this tool forces teams to identify who is responsible, accountable, consulted, and informed for necessary tasks. Obtaining signoff on a RACI matrix reduces confusion or ambiguity. By clearly identifying who is responsible for certain parts of the charge correction process it is easier to identify who the correct decision makers are if a problem arises during your go-live.





Involving the groups listed above and defining, communicating, and training a charge correction process will prove invaluable to your organization during go-live, when the chances of incorrect workflows and missed charges are the greatest. By following the above processes, your organization will avoid losing revenue by identifying missing and errant charges in a timely fashion.




Consultant Spotlight: Heather Lautman

Courtney Patterson - Wednesday, July 19, 2017


Heather Lautman is a Managing Consultant who specializes in revenue integrity and charging. 


What projects have you focused on at Sagacious Consultants?


My projects most recently are focused on supporting our client’s Revenue Integrity (RI) areas: the department in middle revenue that sits between clinical and billing operations. In these engagements, we assess the people, process, and technology for Revenue Integrity. We look at clinical charging workflows, late charge data, analysts’ daily tasks, and revenue monitoring strategies, for example.


With the transition to new EHRs, charge producing workflows are heavily dependent on front end, clinical input. Due to this often large, cultural shift in organizations, we see the need for an augmented focus on revenue management and oversight. What was once known as a one-person CDM team is now a larger, more strategic revenue department focusing on overall revenue management in addition to CDM maintenance responsibilities.


What project are you especially proud of?


In the past two years, I have worked on four different Revenue Integrity projects and I do not know if I can pick a favorite! Each RI manager or director was fantastic to work with, and for each engagement I was most motivated by their enthusiasm. The directors and managers were excited to receive attention in their area and have a resource to discuss their process and operational questions. I am proud of the support I have been able to provide to these directors and managers in each assessment.


How have you seen the healthcare industry change during your six years of working with EHR systems?


The healthcare industry is fluid, with changes spurred by new regulations or new advances in technology. What I see most is the need for clients to dedicate the time and resources to Revenue Integrity. This is often an overlooked area of the revenue cycle as we typically see engagements strictly focus on the true back-end: follow-up, coding and denial workflows. The middle-revenue cycle is the connection point between clinical and billing that, once mature and strategic, can really reduce operational headaches.


What are your best skills you can offer to healthcare clients?


The best skills I can offer consist of my problem solving skills combined with my experience with operational and EHR complexities as they relate to Revenue Integrity. With moving pieces and multiple levels to issues, assessing and addressing opportunities within RI is a complex task and where my problem solving skills come in most handy!


What was your most challenging feat in the last two years, and how did you overcome it?


Designing the methodology for the RI assessment was a personal challenge for me. The effort was well worth it when we had our first client. We have refined parts of the process since then; for example, expanding on the operational indicators and key performance metrics used to quantify the net revenue and cash acceleration opportunity that exists at each client and would be obtained through an RI optimization project. Our clients come away with a clear understanding of next steps for implementing improvements through our methodology.


How do you like to spend your time when you’re not working?


Skiing in the winter and biking in the summer! Colorado is a wonderful playground!


Any big goals for 2017?


My number one goal for 2017 is to continue work within Revenue Integrity. I am excited to see who we will be able to assist next.




Improving the Revenue Cycle by Managing Referrals

Courtney Patterson - Tuesday, June 27, 2017



by: Kristen Hill


Healthcare organizations are always looking for new ways to improve revenue cycle performance. In recent years, the focus on patient access initiatives has moved further upstream to address the physician referral process. Having a strategic and coordinated approach to referral management will not only improve the financial performance of the organization by increasing referral capture and conversion, it will also improve the patient’s experience through better coordination within the system.


There are two key measures to track when evaluating and monitoring your organization’s referral management process:


Referral Capture: Referral capture has two components – the first is improving the rate at which physicians refer patients into the system. One approach that has yielded organizations measurable results is with physician scorecards that quantify key performance indicators and highlight referral patterns. These metrics can then be used to have meaningful conversations with physicians about removing referral barriers and increasing referrals into the organization by improving electronic health record (EHR) build and processes.


The second component of referral capture is improving the organization’s ability to turn an order or referral into a scheduled appointment. Better utilization of technology, improved workflows within scheduling, and increased accountability acting upon referrals within patient access will all help improve referral capture.


Referral Conversion: Referral conversion relates to the rate at which a scheduled appointment becomes a realized visit. Improving the no show and cancellation rate will directly impact the referral conversion rate and increase the number of patient visits within the organization. Initiatives that focus on improving patient communications, streamlining financial clearance processes, and optimizing scheduling workflows & technology will all have positive impacts on the referral conversion rate.


Referral management is a key step in the patient access process that has an impact on many downstream functions. Optimizing and streamlining the people, process, and technology that enables this function is critical to the overall health and success of the revenue cycle.


4 Ways to Get Revenue Integrity Right

Courtney Patterson - Monday, June 26, 2017

by: Heather Lautman



The “middle” of the healthcare revenue cycle – loosely speaking, everything that happens between patient access and billing – was overlooked for a long time, although many successful organizations have tuned in to the opportunities here. As most practitioners know, some aspects of revenue generation have been moving out of the back office and into the clinicians’ offices, exam rooms, and nurse stations. As more people touch the revenue cycle, it can get harder to manage: EHR/RCM training, workflow tracking and optimization, and charge management, to name a few complexities.


An effective, empowered revenue integrity (RI) team or department should manage these complexities and serve as the middle revenue bridge to connect the clinical and billing worlds. The RI team should be a dedicated group of resources who work directly with professional billing, hospital billing, and patient access teams – and directly with clinicians who are responsible for documentation and charging workflows. When RI has an equal place at the table, they don’t just manage the CDM – they coordinate among the revenue cycle and other teams who affect the accuracy of charging, and they contribute to your organization’s financial health.


How can you make sure your RI team does their best work? Here are four critical things to get right:

  • 1. People: Get the right people in the right roles. This is a prerequisite for revenue integrity. The organizational structure should reflect the importance of RI and have leadership that is empowered to make change. This will allow you to work through revenue-related challenges more efficiently.
  • 2. Process: RI needs to build relationships with clinicians, and needs a strong communication strategy to do so. This should include clear escalation paths, strong change management processes, CDM/Charging policies, and productivity monitoring. With effective communication and feedback loops, RI helps align revenue goals with patient care delivery, making sure charges bill correctly. Fully engaged clinical departments that understand their part in the revenue stream will have a positive impact on revenue.
  • 3. Technology: RI’s tools for analysis, troubleshooting, and managing revenue are built into the EHR; for example, RI needs accessible dashboards and accurate reports. Technology is also a factor in workflow design, so that charging workflows do not hinder patient care.
  • 4. Charging: Charging initiatives and fully engaged clinical departments are more effective when you have a strategic revenue integrity area. The numerous charging workflows must be centrally organized and managed. Programs such as the Charging Accountability Owners will help lead to successful charging practices.


Problems you see in the billing office—clinical denials, follow-up, missing charges—have root causes stemming from the front-end of patient care, at registration and clinical documentation. Focusing on revenue integrity will enable you to prevent and resolve issues at their source.


Eager to streamline revenue, decrease preventable denials and write-offs, and increase net revenue? Get started with a Revenue Integrity Assessment.


The Importance of Simulations in EHR Training

Courtney Patterson - Wednesday, May 31, 2017

by: Doug Kollasch 



Simulation-based learning is a cornerstone of EHR training. Every EHR class involves some type of simulation, whether it be a trainer-led demonstration or a hands-on activity in a training environment.


We have long realized that users learn best through realistic scenarios that resemble their daily workflows as closely as possible. But recently, it seems that the actual simulation part of those scenarios is getting lost in the push to reduce class time and complete training as quickly as possible. In order to get the most benefits, like those Clara Von Ins outlined for the Association for Talent Development, users need to do more than watch trainer demos in class. They need to actually get into the system to have the chance to make mistakes in a safe environment, learn through the trial-and-error process, and practice a wide-range of scenarios.



The time allotted for in-class training often is not enough to prepare users for go-live. That's why floor support is staffed like an army preparing for the D-Day invasion. The playground environment is an under-utilized tool that can bridge the gap between classroom training and go-live preparedness. Currently, most organizations employ a strategy of "if we build it, they will come" and then tell users during class that the playground exists and they should use it. But that is akin to telling kids that there is an empty field down the street but not supplying them with any bats, gloves, or balls.


We can do better. Yes, providers know their workflows and the types of patients they see. But when it comes to learning a new system, they need to be given the tools and equipment to succeed--not just handed the login info and sent on their way. By giving users practice scenarios with basic steps for completing them in the system, we allow them to focus on learning how to use the system. If we leave the entire process up to the user, it becomes overwhelming and leads to frustration.


Facilitating EHR Learning at Home


Last year, I worked as the lead instructional designer for provider training at a large healthcare organization. The training program had been restructured by project leaders to reduce time in class to the bare minimum, in many cases as little as four hours. Working with the physician clinical content leaders and providers from all specialties, I created take-home exercise books that gave users concrete guidance and scenarios to facilitate simulation-based learning on their own.


One of the benefits of simulations is that they provide a wide range of learning opportunities. The books included the basic common workflows from class, with minimal guided steps for review and reinforcement. They also had more specialty-focused and customized workflows, which were written with detailed steps, giving users a chance to become comfortable with them in a low-risk, low-stress environment. There were some topics that had to be cut from the in-class training, but the workbooks allowed us to include those so users had a chance to practice them prior to go-live.


After go-live the response to the workbooks (called User Guides) was excellent. The physician serving as clinical content lead said, “We've gotten uniformly positive feedback on the provider user guides. Thank you!” Many physicians noted that the workbooks saved them from failure and made them feel prepared to use the system on day one. The practice exercises familiarized them with the workflows at their own pace and allowed them to learn from their mistakes.


Creating this specialty-specific, simulation-based content requires good communication between the training team and clinical SMEs and content leads. Our training experts can teach you how to create workbooks and specialty-specific materials in an efficient way that doesn’t burn out your instructional design team. Our process and expertise in creating high-quality training materials will prepare your providers to be effective EHR users from the first day of go-live. Contact us to learn more.


4 Reasons to Centralize Patient Access

Courtney Patterson - Thursday, May 11, 2017


by: Stephen Gac



It may be time to consider centralizing your patient access. Knowing when to centralize scheduling and registration is as much an art as a science. First impressions matter, and a centralized patient access department will create positive patient experiences. Your revenue cycle will also benefit as the patient access department receives a consistent stream of accurate information and can send out consolidated communications to patients.


Here are some helpful indicators to determine whether it’s time to take the plunge or continue with a decentralized environment:


  • 1. Patient Satisfaction with Scheduling Has Decreased: As your organization expands, patients will most likely end up seeking treatment from more than one location. Patients that have grown accustomed to scheduling visits via an online portal, for example, will feel significantly hampered if they cannot do so for every location. Centralizing your patient access helps to standardize as many of the processes as possible.
  • 2. Low Adoption Rate for Policy Changes: When every location is autonomous, quality-of-life improvements and lessons learned from other locations become more and more difficult to disseminate to employees. You may even need to send training staff to every individual location for minor changes to technology or surrounding processes. For something as critical as managing authorizations, for instance, a decentralized environment requires constant vigilance to protect against authorizations sent to correct locations. A centralized team makes adopting new policies and technologies simpler by an order of magnitude.
  • 3. Point-of-Service Collections Have Fallen: With centralized staff, you can ensure that patients are discussing financial obligations prior to their visit. This helps prevent any surprises on either side of the check-in desk on the day of the appointment. You will also end up with staff better experienced in discussing this sensitive subject with patients.
  • 4. Staffing Does Not Match Capacity: When demographics shift, the popular services and locations will shift with it. The younger population will age, and demand will shift from pediatric services to orthopedic. Asking staff to shuffle around from place to place to meet this changing capacity is an untenable situation. Staff that stays in one centralized area will adapt more smoothly to any shifts in patient demand. This staff will also interact with patients more frequently, creating a rapport and building a better experience for everyone.


4 Tips for Creating Consistent Reports and Reducing Errors

Courtney Patterson - Monday, April 17, 2017


by: Kristine Aranda


As a report writer, I am always learning more efficient ways to write code, changes in how data is entered on the front end, or new data structures introduced by the vendor. I will outline some of the strategies I have used to ensure that my reports are as efficient as possible.


Regular Meetings with Report Writers


Holding weekly meetings with the report writers can help prevent issues and press the need to have uniformity in report creation. Discussion should center around topics that will lead to standard, precise, simplified ways to write reports. The team can share new coding techniques they have learned and implemented during the week or any relevant build changes in the front-end application. Use the time to share resolution steps for reporting errors found during the week, and reinforce policies surrounding report documentation. When all reports are written similarly or within the same guidelines, it will be easier for others to troubleshoot and decipher the code. The intention may be to keep people assigned to a particular domain, but the team needs to be flexible enough to easily fix another person’s report or take over in the case of attrition or promotion.


Communication is Key


There are so many ways to interpret simple descriptors in report requests. Making assumptions without communicating with others can lead to mistrust in the reports and the reporting team. You want to make sure that you have interpreted the request correctly and that you know exactly how to get that data. Meeting with the application builders and report requester early and often can create a better experience for everyone involved and lead to the most accurate reports. It is also important to keep the users of the reports involved so that the report is consistently used and trusted. There could be workflow changes, regulatory changes, or changes in the needs of the report that only the user knows. By keeping the lines of communication open for the users you are providing an easy way for them to document required report changes. This will send the message that they and their reporting needs are a priority to the reporting team.


Creating a Library of Readily Available Tools


Another way to minimize reporting errors and make the process of writing new reports easier is to create an enterprise-wide data dictionary. Once the decisions on business terms have been made, the reporting team can create views, custom tables, or even a data warehouse where these defined terms have already been converted into distinct columns and labeled discretely. This can reduce new development time and mistakes.


Let’s demonstrate with a simple example: the requestor wants to see ‘Age’ on the report. Depending on which dates are used in the calculation, different values could be displayed. Does the user want the Age as of today, as of the end of the reporting period selected, at the time that something was completed inside the report like Admission or Discharge date? To help with this, special columns could be created for ‘Age at Admission Date’ or ‘Age at Discharge’ with the calculations already completed; then when another requestor needs that special calculation in their report, the developer can just use the new custom field in the report instead of doing a new calculation.


Invest in Developers’ Skills


This last one might be obvious, but it’s an important reminder. Make sure your team is keeping their skills strong and sharp, as technology is ever-changing. Allocate funds towards continuing education for your developers. Encourage your team to keep their certifications current and read up on the newest versions of the software. Finally, network with others in the field to gain more insight into how you can work smarter.


Sagacious Consultants can connect you with a team of analytics experts who specialize in industry standard tools and emerging solutions. Learn more about our reporting writing service.


6 Steps to Improve Point of Service Collections

Courtney Patterson - Monday, April 10, 2017


by: Jeremy Richey


Prior to 2010, Patient Access leadership would be hard-pressed to discuss copayments, deductibles and out of pocket expenses with healthcare patients at the front desk. Revenue and patient satisfaction seemed to counter-balance each other within healthcare organizations.


Today, this delicate balance has shifted. Over the past eight years, patients have become more and more aware of their individual healthcare plans and their financial responsibility. With the increase of high deductible plans, patients are empowered to shop for healthcare services based on a cost analysis prior to purchasing the plan. This shift provides a new challenge and opportunity for healthcare organizations to increase front-end collections.


Point of service collections encompasses payments posted by the Patient Access team prior to the appointment during scheduling, upon arrival at the front desk or during the patient stay. While collecting from a patient while they are in-house is financially beneficial, a truly successful point of service collections process must begin before the patient’s arrival – specifically around scheduled procedures. These non-emergent outpatient and surgical procedures are especially important because a healthcare organization can provide estimates to the patients prior to any services performed.


Because of the newfound interest in individual health plans, many patients demand price transparency and costs after insurance. Providing estimates to patients prior to service helps reduce financial stress and increases the likelihood of collecting at the time of service by eliminating the “surprise” aspect of a patient bill. Pre-service estimates also open the opportunity for financial assistance teams to screen patients for Medicaid and charity care, which helps reduce net patient revenue.


There are several steps that an organization can take to improve their point of service collections, ranging from strategic initiatives to technological improvements:

  • 1. Establish baseline goals: Determine current collection data and set progressive goals for individual departments to obtain in a timely fashion.
  • 2. Identify gaps: Complete an organizational analysis and identify areas of improvement.
  • 3. Provide technology: Ensure all departments have the necessary technology to complete point of service collections. This includes price estimator tools, credit card machines, quality reporting tools, etc.
  • 4. Education: Establish a basic training program for staff members that includes insurance terminology, determination of copayments, and scripting.
  • 5. Develop an employee incentive plan: While an incentive plan is not required to be successful in point of service collections it can serve as an employee motivation tool. Creating a plan that is valued by the employee and accepted by financial leadership can help move an organization from “Good” to “Great”. These plans can be developed at a department level or at an individual level.
  • 6. Monitor progress: With the development of proper reporting tools organizations can better identify gaps as well as success.


In the Spotlight: Alan S. Young, Regional Director of Client Relations

Courtney Patterson - Tuesday, April 04, 2017


Alan S. Young, MD, MBA, PMP, is Sagacious Consultants' Regional Director of Client Relations for the West region, including Southern California, Arizonia, Utah, Nevada, and Hawaii. 


What brought you to Sagacious Consultants? 


I grew up in Vancouver, British Columbia, and moved to Los Angeles to complete my Bachelor of Science in Microbiology & Molecular Genetics at UCLA. After completing a dual MD/MBA degree program at USC's Keck School of Medicine and Marshall School of Business, I obtained my medical license during an Orthopedic Surgery residency. Combining my passion for business and medicine, I served as a national healthcare Senior Consultant with Deloitte Consulting LLP while providing surgical physician services at Southern California Kaiser Permanente Medical Group. At USC Care Medical Group, I was the Director of Operations Strategy and Special Projects, leading ambulatory quality improvement initiatives and electronic health record optimization efforts to improve both patient and physician engagement.


I’m now the current Regional Director of Client Relations for Sagacious Consultants in the West Region including Los Angeles, Orange County and San Diego as well Arizona, Utah, Nevada and Hawaii. The main reason I joined Sagacious Consultants was the great opportunity to identify and collaborate on projects that would have significant impact on the way healthcare is delivered through the integration of strategy, technology and operations.


What excites you most about working in this industry?


Healthcare to me has always been the most fascinating industry, because it brings together the latest advances in science, patient care, and technology. The rate of change across all facets of healthcare has been unprecedented and brings tremendous opportunity to improve the quality of life for everyone. The advances in technology are giving physicians more tools to leverage to improve the way care is delivered to patients.


What do you observe to be the biggest obstacles healthcare clients face?


The three main areas of concern for most healthcare clients I have worked with center around maintaining financial stability, meeting government and industry compliance requirements, and finding innovative ways to deliver care to achieve high quality patient outcomes and satisfaction. My advice is to periodically define their overall objectives and strategy and spend time ensuring that all the key stakeholders including patients and providers are aligned with the mission of the organization. Healthcare leaders need to embrace change and adopt technology to expedite the improvements available in efficiency and safety.


Where should organizations be focusing their energy to realize the greatest value from their EHR?


Deriving value from the EHR requires a multi-faceted approach to drive maximum synergy across various functions and applications within the EHR. The impact of strong business intelligence leadership is often underestimated. Big data analytics depends on high quality information obtained from the EHR platform to support revenue cycle, clinical quality, and reporting functions. If possible, early clinical integration with provider support to transition order sets, documentation templates, and workflows has shown to provide significant downstream impact on performance. Consolidation and managing interoperability is also another key success factor for value realization through the EHR.


Do you have a favorite moment of working with a client?

I was able to collaborate with surgeons, anesthesiologists, nurses and other healthcare leaders to implement a new surgical patient workflow based on the Enhanced Recovery After Surgery (ERAS) concepts popular outside the United States. Implementation across 7 hospitals of new evidence-based protocols and change management processes resulted in significant improvements in length of stay, readmissions rates, complications, and patient satisfaction scores.


What was your most challenging feat, and how did you overcome it?


Completing a surgery internship was the greatest mental and physical challenge I’ve accomplished. Back then, there wasn’t a limit on the number of hours an intern or resident could work in succession which resulted in several occasions of working 30+ hours in a row without sleep. Taking responsibility for a patient’s health and life is a privilege that taught me accountability and attention to detail. I think I learned to persevere and focus on long-term objectives and goals to help me overcome this challenge.


How do you like to spend your time when you’re not working?


I like exploring restaurants around Los Angeles; watching new and classic movies; planning future travel excursions with the family; staying active and healthy through exercising at the gym or recreation, including volleyball, snowboarding and hiking.


Any big goals for 2017?


Personal goals include becoming a father, celebrating my 1-year wedding anniversary, taking my wife to London and Paris, and staying healthy. Professionally, my goal is to collaborate with my clients to identify innovative ideas to deliver value to patients.


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