Healthcare Facilities Network

Women Leading Healthcare Facilities: Driving the Future

• Peter

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Women are leading critical operations behind the scenes of healthcare, and this roundtable puts their voices front and center.

In this episode of the Healthcare Facilities Network, we sit down with women in leadership roles within healthcare facilities management to talk about the real-world challenges they navigate daily, from aging infrastructure to 24/7 operations. They share how their work directly impacts patient care, staff safety, and hospital performance, and how they’ve forged their paths into leadership.

The conversation also explores the unique perspectives these women bring to their roles, including how leadership experiences can differ between women and men in this high-pressure field.

This is an honest, insightful conversation about what it means to lead in one of the most complex environments in healthcare.

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👥 Connect with Peter: https://www.linkedin.com/in/peter-martin-6284363b/

Today's Guests:
👥 Connect with Danielle | https://www.linkedin.com/in/danielle-gathje-6b235270/
👥 Connect with Karen | https://www.linkedin.com/in/karen-dethloff-6a46a137/
👥 Connect with Amanda | https://www.linkedin.com/in/amanda-berlinger-3027429/
👥 Connect with Taylor | https://www.linkedin.com/in/taylor-vaughn-chfm-sashe-ba1443147/

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Speaker 1:

Well, I think, a lot of challenges, balancing for me, you know, balancing the critical needs of the patient, care that needs to happen, and then the aging infrastructure that we have and the older buildings that we have. You know, space is a commodity and it's also an extraordinarily high fixed cost. Going down and also technology, taking on a lot of capital needs and, honestly, operational costs for hospitals. There's just less and less in that budget, and so how do you make sure that you're doing both? Because you can't take care of people if you don't have a functional building and a code compliant building.

Speaker 2:

There's a major crisis facing healthcare facilities management. We have aging employees, aging buildings and aging infrastructure. We've created the Healthcare Facilities Network, a content network designed specifically to help solve, for these three pressing issues in healthcare facilities management. We bring on thought leaders and experts from across healthcare facilities management, all the way from the C-suite to the technician level, because at the end of the day, we're all invested in solving the aging issue. Thanks for tuning in. Look at our videos. You will find that, as a theme across our content, this is the Healthcare Facilities Network.

Speaker 2:

I'm your host, peter Martin. We are on site at the ASHE Innovation Conference and happy to be joined early on Monday morning. The conference has not even kicked off yet, so I appreciate these four ladies coming on the show, but we are at the ASHI Innovation Conference. We are in Columbus, ohio. Thank you to ASHI for allowing this space. I think it's the first time they've done something like this, where they have a podcast room, and so we're actually the first podcast as well. So many firsts, right, we got this. So let me ask my guests to please introduce themselves to you.

Speaker 4:

Hi, good morning. My name is Taylor Vaughn. I'm a facility manager at Children's Health in Dallas, texas. I oversee regulatory compliance as well as small project management, and I am also the president of the Texas chapter of ASHE.

Speaker 5:

Thank you, Taylor. I'm Amanda Berlinger. I'm based out of Northwest Montana, but I work remote for.

Speaker 2:

Common Spirit as their CMMS programs manager.

Speaker 1:

Thank you, Amanda. Good morning. I'm Danielle Gethke. I am the vice president of hospital operations at St John's Hospital, part of Fairview Health Services. I'm also the ASHE representative for REACH-IT 6.

Speaker 2:

Thank you, Danielle.

Speaker 3:

Hi, I'm Karen Detloff. I'm the vice president for system facilities, operations and management with the MetroHealth system in Cleveland, ohio.

Speaker 2:

What inspired you to get into health care, health care facilities management in particular. Anybody want to take that, Kat? We'll go to you first.

Speaker 3:

Well, I had a very circuitous route to facilities management. I started out to be a veterinarian when I did not get into vet school. After three tries I was counseled by somebody to go into clinical engineering and I went back and got my master's degree in clinical engineering and started there and from there. After two of my bosses who were the director of facilities at the time were fired, they promoted me into the position. So I became the director of facilities management at a small hospital in Cleveland and stuck with it and I love it.

Speaker 2:

Excellent, excellent. That is a circuitous route.

Speaker 1:

I love that story. That's so happy. So my journey was I. In college I actually thought I would be on the provider side of healthcare and one of my, my college roommate and my best friend she her, she lived close by her dad was a director of facilities in health care and he had told her that the school we were going to had a minor in safety and health protection and that we should take that, because there's so much to hospitals, there's so many jobs that you could do a lot on the support side. So we graduate college, I work in a clinic for about a year and then I started at a hospital and within that year I moved three jobs.

Speaker 1:

The first was an admin, the it, and then I started at a hospital and within that year I moved three jobs. The first was an admin, the second with. Three months later I got recruited by employee safety to be their safety coordinator due to my background and the facilities director liked me so much at the environment care committee that he decided during our shake-up and restructure that I would be a great emergency manager also. So then I moved under facilities within that first year to be a safety and emergency management professional, got great on the site training and eventually became the engineering manager and then moved into director of facilities. I went back, got my MBA and then became the EPA boss at my current hospital, nice that's pretty direct and I really appreciate that story because it's not too far off.

Speaker 5:

Healthcare found me. It was my mother actually, who worked at the healthcare provider in Kalisfeld and says the quality department needs an analyst. You need to come work here. So I started in healthcare as an analyst for quality and reviewing old patient safety records and helping with provider reports and kind of migrated into the safety and emergency preparedness pieces where they recognized that this was something I enjoyed and I really did enjoy it. So I went to school and got my occupational safety and health degree and got into a coordinator position and during the pandemic they gifted me with the opportunity of being the safety officer. And that was it. You accept it.

Speaker 5:

It was a very interesting time to be a safety person in health care. I learned so much and then got offered this opportunity at Common Spirit, where I entered back into the health care environment as an analyst and they started this new program, and I'm so blessed to be able to manage the CMMS programs for Common Spirit as a national system and I just continue to learn new things every day.

Speaker 4:

Similar to Amanda, healthcare found me. I think I've told this story on your podcast before so I won't repeat it but I was just kind of fell into an admin role for the engineering department at Children's and I was 25 at the time and I was like, oh, this is just a job, like I don't, you know, I'll find something else Um, but ended up just falling in love with it and got promoted to compliance specialist and eventually facility manager and just have loved every minute of it and there's always something new to learn. It's just a great career. So I'll be here forever.

Speaker 2:

Well, hold on a second though, though, because I'm remembering when you said you've told the story before, did you? You were doing copies at Kinko's right. That's an interesting yeah.

Speaker 4:

You should tell that if you know I was at Office Depot.

Speaker 4:

I was. I was actually applying to law school. I always wanted to go to law school, I always wanted to be a lawyer, and so I was. That was just. I was working there for the summer and this gentleman came in and I'd helped him a couple times. It was like, hey, I have a position open at my hospital for an admin and he goes I think you'd be really good at it. I was like you know what, whatever, I'll apply. So I did and I got it and just it was great.

Speaker 2:

So what is it about the career that keeps you engaged and excited, because that, as you know, doesn't always happen in careers.

Speaker 4:

For me it's. I learn something new every day. Every day is different and it's never boring you never. You know, I go to work and I'm like, okay, I'm going to, you know, check my emails and get some stuff done. That's usually not how it goes. Mails and get some stuff done. That's usually not how it goes, because something's literally on fire or there's a flood or there's joint commission at the door or something like that, which is great if you don't want a boring desk job. It's also, you know, very rewarding. I could walk down the hall at I'm at a children's hospital so you can see the children that are helping, and you know, we know how much we contribute to that care. So it's very rewarding and never boring.

Speaker 5:

That's it. It's the mission, right? You know people think a lot about health care and you tell them you work in health care, they think you're a nurse. I remind them that it's not only a building and infrastructure, only a building and infrastructure. It's an entire community, you know, with the kitchen and the restaurant, the cafeteria and the laundry and the wood shop and all the, the labs and the things, and, uh, that it's its own in its own community, its own ecosystem, a hospital, and our contribution to the mission may be on the back end of things, but it's so rewarding. That's really what you think. Why, especially being remote? I struggled with that because you know being in the, but it's so rewarding. That's really what Q-Sync is, especially being remote. I struggled with that because being in the hospital it's really nice, you really see the results of your work. But now I don't get to visit our hospitals as much. So I have to remind myself, from a mission standpoint, we're all contributing in different ways.

Speaker 2:

So it must be good for you to come to a conference like this and see your colleagues.

Speaker 5:

It's so wonderful, I am so lucky. This is not only a great opportunity, but our leadership fully supports the collaboration and for us to visit and outreach and because we are, we have such a good footprint across the nation, it makes it much easier.

Speaker 1:

Yeah, I mean, I think I would echo similar things, but for me too, I mean similar to Taylor the impact that we make.

Speaker 1:

And I think, as your career continues, like you see more and more of that impact and how the physical environment, the work that the staff do, how it impacts people's lives. So not just like, not just the patient's lives, the staff's lives. I mean there's just I've always just said it, you know we take care of the building that takes care of the people, and I think that by taking care of other people, I mean it's. I heard in every one of our story that some someone, a person reached out and said hey, this is something interesting maybe for you or you should look into this. And it takes all of us to do that individually and collectively. And, um, I call our team, I call it a village. So very similar, because I heard once that we have over and I haven't counted in a long time, but it's probably over 200 different roles within a hospital that make all of that happen, and it's not just individually but that happens.

Speaker 1:

So um that's I, and I love the learning because it is never a dull moment and our hospital is extraordinarily busy and every day I learn something new and I get to meet somebody new and I see the impact on patients and families, and so it's very rewarding for Well in addition to what everyone else has already stated, I enjoy the challenge of it.

Speaker 3:

It's not easy to keep all of our campuses safe, functional and efficient and to learn all the codes and standards, to learn how everything, all the systems, work to keep it up and running. And the other piece of it is to watch my staff grow and to be able to take people who have just come in the profession and watch them learn everything that I've learned over the years and be able to function and do the job without me watching over their shoulder. All the time is great.

Speaker 2:

As women leaders in health care, do you feel the perspectives that you bring to the table are different? Are they the same? Talk to me a little bit about kind of that leadership perspective that you feel you bring.

Speaker 4:

I definitely see a difference. I am one of just a couple women in my department which has grown, so that's good. I used to be the only one. Wow, and that's a big apartment. It is a big apartment. We have a few more now, so that's great. But it's just a different approach. Women are much more detail oriented and I think we or at least I do, I manage my employees um, just in a different way, a little bit more, um, empathetic and compassionate, and not to say that I'm soft or anything, it's just a different approach. Um, one tiny thing I do is I send birthday cards to all my boys, to their house for their birthday, and they've they've said, like how special that makes it feel, because cards aren't, you know, as popular as they used to be. So just little things like that. I like to bake, so I'll bring in treats every now and then, but it's just a different approach, I think what do you like to bake?

Speaker 3:

pretty much anything cookies muffins.

Speaker 4:

I made a cake the other day. I fried it, I think. What do you like to bake? Pretty much anything. Cookies muffins. I made a cake the other day, I think you know it's interesting, though.

Speaker 2:

I remember we were doing a training class and I had an old boss who did something similar. He wouldn't send birthday cards but he'd send thank you notes to the house and like you don't get mail anymore, not good mail, not good mail, good mail exactly. In fact, sometimes I forget to open the mail. It just sits there because you don't get anything you want to look at. But yeah, it's those little touches anybody else, I'll just throw it open I think.

Speaker 1:

I think part of it is just asking different questions. I mean, we all bring value to the table, but you know, if it's only men in the room asking the questions, then you're only going to get a certain question. I mean, I don't mean that and it would be the same if it was a bunch of females in a room. We ask questions from different eagles and I think that having that perspective at the table and making sure that we see different perspectives and ask different questions is really important to how we grow as a profession and how we um take care of our physical environment, because we all bring different value and strengths, um and so like, and some of it's just our background. You know, we came up in a different way and that also allows us to see things from a different angle, um, and then bring that perspective to the table.

Speaker 3:

I think possibly we might be more collaborative as well. One of the things we do in our department is we've got a group chat so that when something happens, we communicate it to the entire leadership team so everybody knows what's happening and they can support the people who are dealing with a crisis that day.

Speaker 1:

Close-loop communication.

Speaker 2:

You know kind of off-topic, but your closed-loop comment made me think of this. Like we still deal and I'm not asking you to say if this is your organization or not, but I still talk to folks, my old recruiting days. People still call and ask for advice and stuff, which I love to do. But I'm still amazed that in some organizations, in some major organizations, national organizations, the disconnect between the PDC world and the FM world and it still exists today. And I know I mean I'm just still amazed by that when there's so much at risk by having that closed loop communication or turning a building over to FM, when they haven't even some of them don't even get a seat at the table. And I'm still amazed by that.

Speaker 1:

Yeah, I mean, I think that some of the value that, you know, women bring is we over communicate, right, I mean, that's a true statement most times. But that communication and how we communicate and the fact that there's a lot of communication about the why, I have felt that that bridge between being able to talk to my teams, the engineers, and then interpret that not only for them, for the staff in the maintenance department, but then take that information and bridge it to the nursing leaders and the nurses and the physicians, like that communication gap, that communication bridge and closed loop communication, is a vital, you know, trait that I think all facility leaders should have but not all people are comfortable with that and, um, you know, I think women just innately have more communication in that sense, I think that we feel more comfortable with the collaboration piece because we are willing to do that and not be we're okay being questioned and in expanding those ideas, whereas sometimes I think maybe our male counterparts are more decisive and just wanting to make the decision and move forward.

Speaker 5:

Because I will. I mean, we'll get to a decision, you'll get to the deadline, you, but you want to make sure you cover all your bases and you get those perspectives and you get everyone's buy-in and I I think that that's something. The perspective is huge, because when you look at something a different way, you know you get, you maybe get the opportunity to include more people in the decision and because it does take well, you said 200 different specialties, I mean you'd never know what each person is going to do or need in the building or that. You know how many conversations have we had about a single door, right, Just a door, and people just don't understand all the thought that could go into it or all the people that walk through that door every day and on what they might need. But you know, when we have grown into these positions, we've learned that and I think not baby gender specific, but definitely FM specific, where you're looking at that and you're considering every single person who walked through that door. I think that's important.

Speaker 2:

That's a great. I like that, the concept of a door. It's really true if you think about it.

Speaker 4:

It's true One exit sign, one light.

Speaker 2:

So how do you, how do you ensure through the collaborative process because let's talk about a door, but ultimately a decision has to be made on that door because the door's got to function how do you make sure that collaboration doesn't bog down to not indecision but lack of decisions?

Speaker 5:

It's the why Keeping people on mission, on focus, and giving them that context, that how it applies to them. I think that's important.

Speaker 1:

You're not going to make decisions that everybody's happy with. I mean, that is just a hard truth of it, and if you're going to be a leader in this industry, you have to be okay with that. But you get less resistance if you explain to people why we're doing something. We get this all the time. My emergency department is extraordinarily full and we get patients in the hallway. Why can we do that there? Well, it's a suite. Why can't we do that up on the floors? Because it's not.

Speaker 1:

Well, what does that make? Why does that matter? Because to them, it's a space to take care of a patient, and that is their work and that is their world. And taking all of the codes and standards, applying them to why that's important to the safety of their patients, and explaining it in that way really helps keep that conversation going. So you, ultimately, are going to make decisions, though, that people don't like and they don't agree with. Ultimately are going to make decisions, though, that people don't like and they don't agree with, and you just have to be able to, you know, stand firm on the foundation of. This is why we're doing it. These are the codes and standards that you know, make this part of our job to do, but this is how we collaborate to get to the end result, which all of us want is a safe building that takes care of our people.

Speaker 3:

Well, I think over time you have to build the trust with the team members so that they respect your decision and they understand where it's coming from. What helped me a lot was presenting capital projects at our capital committee meetings, and the clinical staff were fascinated by what I told them and they really appreciated knowing about the building and they had a greater understanding of it and the why behind what we do. And that helps build trust over time. And so when you come to them and tell them you have to do this as a correlated issue, they don't even stop and ask anymore. Okay, we'll do it.

Speaker 4:

One of the things that we learned, actually during COVID. We started a ventilation management committee very similar to water management but focused on ventilation, and one of the very first meetings we did we educated staff on room pressures and humidities and temperatures, which they really appreciated. But we found that when there was a problem and we came to the committee and said here's a problem, what should we do, it was crickets. But when we went to the committee and said here's a problem, here's what we as facilities think we should do and had a plan ready to go, they were like cool, let's do it. Most people will jump on board because it's not their world. They don't understand it and you know, if they trust you as the experts just like you know the codes, things like that they're going to let you make those decisions and you know they got to vote on it. So they feel like they have some buy-in. But have an answer ready, have a decision ready to go and just get people to hop on.

Speaker 5:

Well, I think there's another important message While you over-communicate and we attempt to collaborate, you're not going to always reach everyone, or they're not going to hear you, or you're not going to be able to get them to focus, and so sometimes that's also a part of it that you have to be satisfied with not making everyone happy, because in reality it's impossible. Most, yeses, but you can communicate as much as you physically can, and some people just won't hear you.

Speaker 2:

If you like this video, please like and subscribe to the network and, more importantly, share it with your colleagues in the healthcare industry. Together, we can solve the aging crisis that's impacting all of us. What are you seeing as major challenges today in healthcare? From your leadership role, we hear about them a lot, but within your specific organizations, what are some challenges that you deal with on a daily basis that worry you or that keep you up, or that don't Anybody wanna take that one?

Speaker 3:

Well, there's challenges on all fronts. There's challenges keeping the buildings going. I have a particularly unique campus because we have a new hospital and we still haven't been able to tear the old one down yet, so that's a really unique challenge from my perspective. But I think finding good staff is also a big challenge. Today People don't know about this career and as much as we try to talk about it, they don't realize it's out there and some of the people that we get applying for the jobs really don't have a clue what this is all about right.

Speaker 2:

So that's one of the reasons I started doing this was only because people just don't know it exists. And you know, when we're doing the recruiting, I know people, but you know I have a list and some of the a list and some of the people are dying and some of the people are retiring and that's just the reality and we're not like we said, we're not getting people in, and so it's like just some small way to publicize. Like you, you don't even know it exists, right, we don't broadcast it. Well, and it's a critical job. I mean, you guys know you're doing it Off my soapbox. Anybody else talk about their challenges, that's it for me, hi.

Speaker 4:

So my job is mostly regulatory compliance. So just keeping up with that challenge is always on my mind, especially so we're joint commission accredited. So we're joint commission accredited. So the changing standards and just the surveys in general getting more strict and getting more conditional findings scares me a lot because we that's not something we're used to at my hospital. So we're expecting joint commission in the next couple of weeks. Hopefully they're not there today. You might have got a call. Yeah, I might have. But yeah, just you know, keeping up with the changing survey trends and we have so much other things going on, it's so hard to keep people focused on compliance, in addition to the fires and floods that we're dealing with. So that's a daily challenge for us.

Speaker 2:

So just briefly, I was talking to Bob Feldbauer and you guys obviously have your massive new project you're building. How much does that? I mean you have the existing hospital, but how much of a not distraction is it? But how does that weigh in on your present job?

Speaker 4:

It does not. Children's has done a really cool thing where they've basically hired a team to focus on that project. So they took a couple people from the hospital, from facilities, from all the different departments and their sole focus is the hospital. So I get every now and then a few questions about hey, what should we do about this? Can you look at this wall rating things like that? But right now for me it's not a big part of my job so I can focus on the career hospital and we have a dedicated team for that. Yeah, you got enough going. Yeah.

Speaker 2:

Anybody else want to speak to challenges?

Speaker 1:

Well, I think, a lot of challenges, balancing for me, you know, balancing the critical needs of the patient, care that needs to happen and then the aging infrastructure that we have and the older buildings that we have. You know, space is a commodity and it's also an extraordinarily high fixed cost and with reimbursement going down and also technology taking on a lot of capital needs and, honestly, operational costs for hospitals, there's just less and less in that budget. And so how do you make sure that you're doing both? Because you can't take care of people if you don't have a functional building and a code compliant building.

Speaker 1:

But we are bringing in all this equipment and we have really critical needs. Our patients are not they're sick, they're really. They're coming in with more cardiac needs because of where we are within general generations, and so that is going to be a challenge for facilities to do, because we are going to be tested and asked how can we create better solutions without a lot of margin? And it's an age-old question, but I think that the rise of technology, equipment and all those other factors that weren't really there before are going to create some things where we're going to come up with some creative solutions. But we're going to have to work with regulatory bodies and others to make sure that, you know, we can prove, based on our history, that what we're doing is safe and that we really have that understanding and collaborate at that level, because that part's just going to get harder and harder.

Speaker 2:

When you say technology, and you're not talking about AI, you're talking about the technology within the building, the existing, so you're not even bringing that.

Speaker 1:

Yeah, I wasn't going to go there again, but that's also going to be something, because we need new talent too. So it's not just going to be the skilled traits, which we need as well, also need to bring in you know newer, or people that are interested in AI, and you know the internet of things, and how do we create smarter buildings without? Because we're always going to need skills, but how do we do both and how do we integrate those teams? Because the CMMS systems are getting smarter and you know our buildings are not necessarily because we don't have a lot of you know new capital for critical infrastructure, that you know you tear out an entire air handling system Like you're not going to do that. So how do we, you know, create those solutions as we go along?

Speaker 1:

Luckily, facilities has done this for a very long time and are very, very good at it, but it is, you know, having that dialogue. If you haven't created that connection with your senior leader, you don't have that trust that happens. You don't have that dialogue with infection prevention. That's why it's a community, because all of those people are what make it happen and when you come to them with solutions, you have to be able to banter back and forth to find what the actual end result is going to be, back and forth to find what the actual end result is going to be.

Speaker 3:

Engineers really understand that code-compliant building is the worst building you can legally build, and it is critically important that we go beyond code minimums when we build our buildings, and some of the changes that we've seen in the climate have emphasized that a great deal. In our area we didn't need to put our buildings on air conditioning because it's a cooler climate, but we've had storms that have taken power out for days on end and without air conditioning in the summer it cannot function. You lose supplies, you can't cool the buildings to take care of your patients, and people are beginning to realize that. But that is another important feature that costs money, yeah.

Speaker 2:

I love that movie play. What did you say? Engineers love a code.

Speaker 3:

Well, we understand. It's the worst building you can build. A minimum building is the worst building you can legally build.

Speaker 2:

Yeah, I like that. So we do have a hard break. So I just want to get through a couple of questions. I guess people have to eat, people have to go present. There's a whole world out there. Let's finish it on this. I'd really like to talk about changes or trends, but since we have a book here, maybe we do it again. So we talked about the challenge in getting people in. What advice would you give to a young woman who's considering this career healthcare facilities what would you tell them? Maybe it's that person, that engineer coming out of college, or maybe somebody who's working at Kinko Kinko's office max. I know Kinko's they're gone, but what advice would you provide?

Speaker 5:

I would recommend to find a mentor, someone who's been in either the ASHI community, through the hospital that you're at, or the system is to find someone who's been in the trade and find a mentor, because it's that type of leadership that's going to make or break your career. I had an amazing mentor who taught me how to be the leader I am today and understand why we're here, and I think that that has been the most successful thing, because I'm all about new things, new tools, technology and learning, but the one key factor for a new employee entering in this environment it's because it's scary. You're taking care of sick people in a heavily regulated environment with a possibly not co-compliant building. You're taking care of sick people in a heavily regulated environment with a possibly a not compliant building. Uh, so it's. It's just there's a lot there and having someone in your corner to go to is is so important.

Speaker 1:

Yeah, I would 100 agree. I've had fantastic mentors, um, and people that really helped me see what possibilities there were, and had sometimes hard conversations when I was like, well, I'll go this way, and they're like, no, this is you know, this is all the opportunities ahead, and then just be able to learn from. The other thing is and I mean I, it goes without saying I mean, ashi is the true north of how you navigate information that you want to know. We all talked about the challenges that happen every day and there's always something to learn. I mean, it's an infinite explanation of you know knowledge. But how do you do that?

Speaker 1:

Professional membership groups, and especially ASHE, with the number of people we have, the just diversity of subject matter experts If you want to learn something because you can't know all of that. It connects you to people and it also connects you to resources so that you can find the information that you need. I mean, the first thing that somebody said to me when I joined employee safety was you also need to be an ASHI member, and so I've been an ASHE member since 2007 and it has helped me in my career immensely.

Speaker 2:

So Danielle won't say it, but Danielle's also running for president. You don't mind me saying that Danielle's also running for president in 2025. So voting goes to what? August?

Speaker 1:

August 25th.

Speaker 2:

It's hard to believe that we are almost through the summer.

Speaker 1:

I know, I know.

Speaker 2:

But, Carrie.

Speaker 3:

I would also encourage people to go back to school and get as much education as possible. You've got that sheepskin that shows that you've got a mark of excellence and that you learned things.

Speaker 4:

And that's important in a health care setting. I would tell young women please join this industry. We need you. We all have a fairly wide range of backgrounds, so just say yes to any opportunity you get, because those different backgrounds really make up this team and this community. We need those different perspectives and just just be willing to take chances. I remember I got an opportunity to write an article for HFM magazine. It's been probably five or six years and I was. I was still, I felt, fairly new to the industry and I was like are you sure you want, want me to write this? Um, but it was great, it was a great opportunity and, um, just just take chances and people you know will support you because you're the one doing the work and, um, yeah, I mean speaking engagement. Sometimes I'm like are you sure? Like are you sure I'm qualified for this? Um, but just just just go for it and take a chance and say yes to every opportunity you get and you just never know where it will take you.

Speaker 2:

Yeah, that is fantastic advice. So with that, taylor, amanda, danielle, karen, thank you for the time this morning. These folks have to run off to start three days of probably craziness, so thank you for your time. Thank you for getting up early on a Monday, I appreciate it. This is Peter Martin for the Healthcare Facilities Network. I don't know if I'm in or out, but anyways, thanks for watching and we will be back with another episode in the near future. If you want to be a guest on a future episode of the Healthcare Facilities Network, go to healthcarefacilitiesnetworkcom and let us know who you are and what you want to talk about, because together we can solve this critical aging issue.