0:00:11 - David Williams
Hi everyone. I'm David Williams, president of Strategy Consulting from Health Business Group and host of the HealthBiz podcast, a weekly show where I interview top healthcare leaders about their lives and careers. I first met Mark Claremont when he was CFO at UpToDate and I worked with him as he helped to guide the company to massive success under the Wolters Kluwer umbrella. We did bond a few years later as we were each recovering from near-fatal accidents, but that may be a story for a different type of podcast. Now, as the CEO of Cecilia Health Mark is driving another growth train with massive upside. The virtual specialty medical practice is just what the doctor, health plan and patient ordered for proactive health condition management, including in the burgeoning field of pharmaceutical assisted weight loss. Please subscribe to the Health iz podcast and leave a rating or review. Mark, welcome. 

0:01:01 - Mark Clermont
Yeah, glad to be here, David, thanks for having me on, and you know certainly our near-fatal endeavors. There was an interesting time and a demonstration of both the effectiveness the fantastic effectiveness of our healthcare system and also places for improvement. And we are thankfully here today and happy to be present, accounted for, alive and hopefully well, at least feel good. 

0:01:29 - David Williams
Now good. Well, you look good too, Mark, and you know that the podcast can sometimes be a bruising experience, but I don't think it'll be anything more serious than that, so we should be all set. Well, let's roll things back as long as you're talking about history, and love to hear a little bit about your background and upbringing at any, in particular any childhood influences that have stuck with you over the course of your career. 

0:01:49 - Mark Clermont
Well, you know I was. I had the good fortune to be raised partly on a naval base way out in the Aleutian chain and my dad was head of surgery there. So kind of an interesting set of influences. Growing up on a bit on a naval base those kinds of years around and mainly with young men who were there and intrigued by spending time raising, helping my dad, raise kids and my mom and dad there and get your captive, and it was also during the time of the Vietnam War and kind of the repercussions there. So very influential time as we watched firsthand how he was addressing those, all of those situations and so very formative. 

Fast forward, moved back to Massachusetts and my dad continued his path as a general surgeon and all the time he was one of those guys that was a, became a, went into medicine for all the the right holistic reasons for going into medicine and just a remarkable, remarkable guy at a time when people were starting to no longer do house calls. 

He's the kind of guy that would do those kinds of things and you'd get, you'd see him take phone calls, go disappear for a little while, go visit the neighborhood kind of thing and just really influential in that context. So nice to see that he had hoped, I think, at one point, that one of his 10 kids would go into medicine. Yeah, you know, I wasn't that guy. You know I think it was maybe influence to go on that track, but I got caught. I caught the business bug pretty early on at my time at Northeastern University here in Boston and you never really looked back from from that. Glad, however, to eventually have reconnected within healthcare you mentioned the time at up to date which was really my jump into back into healthcare and glad to be now able to at least use some of that background in business to make sure that we can do this and deliver the kind of care that that we aspire to, and do it sustainably. 

0:04:06 - David Williams
So, mark, so with 10 kids, did you the one that got the closest to being a doctor, or did anybody else actually make it more directly? 

0:04:15 - Mark Clermont
Well, no one. None of the 10 kids actually went straight into medicine. My older brother I'm number two in the chain. My older brother went on to a very long career at at Jawsland Diabetes Center, mostly in research and and lab, and he's still enjoying a his time in Cambridge Massachusetts with a in the space, now more in the private sector and doing some really interesting things. That's about as close as any of the children have have. Have got yeah. 

0:04:45 - David Williams
It's kind of like when you're it's kind of like when you're doing, it's like with horseshoes. You know you got a couple of points anyway, or or you know one of those, one of those games where they count the near misses, so cornhole or something like that. Right, yeah, I think, you know, I think. 

0:04:59 - Mark Clermont
I probably had the, maybe the aptitude to go into medicine. That and certainly I think my dad's heavy hand and influencing me was was, was present. But again I caught the business bug, yeah, and at a time, and what I found was that was far more intriguing to me and and and and rewarding. Frankly, I happen to be good at it. So you know you. They say to live the life that if you want to be happy at work, do the thing that you love to do, and that's what I do. 

0:05:30 - David Williams
Yeah, well, let's talk about up to date, because that's sort of the fascinating company and, as you say, you know your first foray into into healthcare and it was you were with up to date before the acquisition of Wolters by Wolters Kluwer and then, with Wolters Kluwer, had that role but then also a broader role within there. So what was that like? What did you learn from that experience? 

0:05:50 - Mark Clermont
Well, it was a fantastic time. You know, I joined in August of 2006. At that point, the you know it was founded by Bud Rose just a just a phenomenal phenomenal man to have a nephrologist by training to have come up with, I think, to help him with his offering effectively was the driving force for creation of up to date and to come in at that time, which was really just the beginning of the explosion years for the company and in terms of accessibility, availability across, not just in the US, and expanding into international waters. Just a fascinating time to come in. And yet it was still a venture stage company. It was very young and we had a lot of growing up to do, fast forward from August of 2006. 

There was no rest for the weary. 

I was one of the first outsiders to come in from a leadership standpoint and part of my job was to build out the leadership team, kind of re build this thing for sustainability and, along the way which is part of my expertise and history figure out all the accelerating things that you need to do inside of business to make sure it's functioning in the right way, that your product set is aligned the right way, that you go to market strategy, set the right way, do all those things. 

And oh, by the way, we've you know the company at that point had been in the marketplace for 13 years and the then CEO people I know was considering retirement, and so it was time to also consider what was next for this company, and so that was all part and parcel to my arrival and fast forward in. 

On October 23, 2008, we closed on a sale to Wolterss Kluwer Health, which, and then Wolterss Kluwer, too much to their credit supported this business, saw the rocket ship that it was and still is and the potential for what it was and is in the marketplace and its influence in medicine globally. And just let us, the leadership team, keep on going. And we rewarded them with just an outstanding growth. By the time I left in 2015, we had grown, we were selling into 164 countries, and I think of it less in terms of the actual monetary side of the equation. I think of it much more in terms of the clinical impact, where one out of four patient decisions are influenced beneficially by the use of up-to-date and you think of that dose response that a clinical decision support tool at the point of care can offer, and that's a pretty remarkable thing and extremely rewarding. 

0:08:42 - David Williams
You know, up-to-date really an amazing company. 

I'd heard about it from my brother who's a physician, and it was a time where up-to-date was coming around and people say, you know, a physician never pay for anything, so they get this, that and the other all sorts of things from all over the place and the remarkable thing was you could say, well, yeah, I mean maybe, except here's one example which they routinely pay for and it's because it's actually is very valuable to them. And that was just such the you know the basis, and I think you saw it sort of reflected in the financial results, because if this thing is so valuable, it's influencing patient care. It just has such a big impact and they were able, compared with sometimes when you see a large company buy a smaller one, you know they didn't crush it or anything like that. It really enabled up-to-date to grow, but also then even just the rest of their clinical offerings, and I'm sure that that experience that you had in seeing the impact also then, you know, is something that you can see and recognize when you're involved in new ventures as well. 

0:09:44 - Mark Clermont
100% and this was also a time it doesn't feel. You know, it's a bit it kind of reminds me of. You know, the iPhone was what released in 2007. In a way, it kind of feels that same way with up-to-date. We were one of the very first we were called. We were at SaaS business before SaaS was even a phrase, and you know all of the elements, whether they're financial elements, the subscription-based model was. 

This was all groundbreaking aspects of how you bring a company to market and deliver what we do. And then you're leveraging this emerging technology of networking to make this product available in a way that hadn't been available with others before. No longer did it need to be delivered on CD or DVDs. And heck, up-to-date goes back to 1993, back when there were little three and a half inch discs. So a long trajectory of technology and then the whole concept of having, at some point, the business people started to capture oil. You want to have raving fans and let's grade in your users, your consumers, your buyers in that context. You want to have fans. 

And here we were with up-to-date. We had fans because we were delivering a high quality product for something that was extremely usable, very reliable, and we were very careful to not harm the relationship, the doctor-to-product relationship. That really was the magic of up-to-date, and I'm talking about things like ensuring that we were both transparent about conflicts of interest, but also being very careful about who we took in as bedfellows as far as business growth, and not all in the name of ensuring that we had as much authenticity to what we were doing, eliminating the even perceived conflicts of interest. And then, of course, as you know, that the product itself adjudicating across specialties and then helping physicians with evidence-based medicine, even in the face of a lack of evidence it's just something that is at the time was unheard of, and to do that in a way that we can sustainably deliver, people would pay a high price for it at the time. 

But if you think about it, this comeback product started in just nephrology and by that time by the time I left was 13, 14 specialties. Never changed the price once, no price increases, and I think they're up to the I think the latest count is somewhere in the 17 to 23. You know, I guess it depends on you how you buy pre-capacitor sub specialties and whatnot Along and, just a remarkable thing without having changed the price all the way through 2015, I think. Since then they've they've done some modification to their pricing models, but really just a remarkable product and and, guiding that, the growth of that engine in a way that we can make it sustainable and accessible to as many, the right parties that we needed to get to. 

0:12:50 - David Williams
So after that kind of formative experience you had some time in leadership roles elsewhere and then when you found your way to Cecilia health two or three years ago, what you know why did you go there and kind of what was the state of the company when you arrived Back? 

0:13:04 - Mark Clermont
at end, up to date, what the chief medical officer was, dr Peter bonus, and I remember a conversation specifically with him. It's the little mint at the time that physicians had about when, when a patient would leave the room, the, the consult room, and you know you send them off with a prescription, a protocol, therapy, and Knowing in the back of your head that six months from now that patient would would return not having it adhered to therapy, and you know dr Bonus had put it in the context of its. You know it's unfortunate we're not able to actually Go home with the patient, so to speak, in terms of helping them with, with, with therapy adherence and whatnot. And it's not always stuck with me and it, you know, kind of the early this is the early days of telemedicine and and At the same time I always knew that I wanted to get closer to patient care, direct patient care, you know, up to date was selling physician business to business effectively and At the same time having that direct patient care. Maybe that harkens back to my dad's aspirations for at least one of his children. And you know, for me having, prior to going to the data, was in an investment, banking and financial services, and you're about as far removed from having an impact on humanity and, yeah, can we contrast that with with health care? And so once you get a bite of and a taste for what you are achieving in health care, and just you know it fills the soul, and To then have direct patient encounters. So I knew I wanted to migrate in that area and, seeing the, the versioning and emerging Technology and capabilities of telemedicine, I wanted to start jumping into that for a. So, anyway, fast forward to October of 2020, mid pandemic. 

I was introduced to Cecilia health through one of one of my venture capital Contacts and I saw a company that was really fascinating. It was founded back in 2009 as a diabetes management company and you know lots of competitors in that point health, the digital health area, and, much to the founders credit, David Weingard grew that company to past a lot of classic breakpoints for for any company, let alone a digital health company, and Started to hit a lot of scaling issues, and so what I found were was a company that had a lot of the hallmarks of that. You know, a founder led a company that maybe didn't have the, the discipline and Execution shops to to recognize what it could do, to to accelerate growth and make this product more widely available. So in looking at that, david then moved into the executive chair role. He sits where he sits today. He and I have a fantastic working relationship in that. 

In that context, what I saw was a company that had grown far beyond diabetes by itself and had built a core asset which, over the previous year or two and building out a, an actual medical practice, a national telemedicine specialty practice. So fast forward to today, we talk about Cecilia health as a virtual specialty clinic and focusing in on endocrinology, nephrology, pulmonology and and cardiovascular fallen in with a predominant focus on chronic diseases. And so, while we still do and engage in diabetes and endocrine needs in that regard, we are also in renal and, as I said, a number of respiratory therapies and combine that with all of the comorbidities that are cardiovascular, metabolic, related. So here we are today, a company that is again practicing and licensed in all 50 states and having a good time. 

0:17:07 - David Williams
Now that's that sounds great. So you know, I think about telehealth, usually, think about Something where it's just sort of call up for a quick consult or something. I think it's more primary care. You're describing something that's you know less Is more ongoing if you're dealing with chronic care and then also you're working on the specialty side. So how you know, how did that kind of come about? It's not not an easy thing to you know put together and what you know, what's the what's the need for it, and you know who's it actually a Customer that's driving that. 

0:17:39 - Mark Clermont
Yeah, you know. So, yeah, I think of a few things. So I am a customer of one of these new primary care players may or may not be owned by Amazon, let's say, and you know that experience is, I love it. I'm a zealot, you know, I'm a raving fan of that model. You and I have talked about this and that model is. It's convenient, it is they treat me like an adult. I can go in person, I can have a virtual visit, I can do have an interaction through chat, I can. It's just fantastic. 

And I recently had a referral to a specialist and again, I'm, you know, live up in Boston like you do and referral the specialist to one of the major facilities that we enjoy in the greater Boston area. And it really felt like I was being sent back to the dark ages. And you know, I liken it to the first time I saw an HDTV. And you know, the moment I saw that HDTV, high definition, I said you know what? I am never going to turn that low-def TV back on ever. And that's what it felt like to me. And I said, you know, here I am, I'm running a company that's a specialty medical practice. Let's elevate what we're doing so that we're at least operating on the same plane as some of these, as these new players. And so that's. And you say, well, why is it so hard? Why haven't we made this kind of progress before? And now here we are. We seem to be the only player that's in this specialty clinic space, elevating what we're doing, and let's start operating at that same plane. 

So it starts there, and you then say, well, what are the benefits of all of that? And you say, okay, this is, we're improving access. And you can look at just the foundational principles of the company. You know there just aren't enough endocrinologists in the country. In fact, there aren't enough in. You could go across the entire range of specialties. I think there just aren't enough practitioners out there. And yet the need is there, and so telemedicine introduces. There are quite a few conditions that are very conducive to telemedicine not all, and there are certainly many situations where you do need to have brick and mortar lay hands on a patient, so to speak. But it's a remarkable thing that that what is available through telemedicine. And so we said, well, let's just focus primarily on this telemedicine element, let's improve access for patients across the country. And that's what we're achieving. 

We do this really interesting thing. You know, I often talk about healthcare in a solar system analogy, and so if you think of the sun as kind of being the core of medicine, and that's anything that's in hospital, in clinic, also telemedicine there's a code for that, it's under physician supervision, it's paid for by private and public health insurances, you know what I call it the sun. Then you kind of have these outward radiating rings of care at least care as patients would perceive care and that might start looking like a health coaching, it might start looking like lifestyle management. And as you then play this, the landscape of patient access, what we've done here is deployed our clinical team across that whole continuum, and so what that means is not only can a patient see one of our endocrinologists in the core of medicine, but oftentimes patients are entering that pathway through, maybe their health plan relationship, maybe they're entering that pathway through a patient support program sponsored by a pharmaceutical company Again, from a patient's perspective, that they still see that as care, and yet they're still able to access clinicians, clinical care that's relevant for what they're looking for, and obtain that care through a Cecilia Health and now, if they need to be, then be navigated maybe to their local PC primary care, or do they need to be navigated to their local specialist for an in-person consult? 

We can do that and we do that every day, that kind of continuum, and we've built the architecture to support all of it. It's remarkable in both achieving the accessibility goals for access to specialties and it's remarkable in achieving the patient satisfaction scoring. That, of course, health plans and health systems care about, and then I care about it too, just in overall in terms of improving patient experience and again going back to that HD versus low-death TV analogy, doing it in a way that's modern. 

0:22:37 - David Williams
So, mark, one of the as a very interesting way to describe it, and I think the HDTV example is a great one let's talk about it in the context of something that's just very front and center in healthcare right now, which is these new GLP-1 products. You mentioned that, you know. You mentioned pharma. You mentioned health plans. You mentioned, you know, the physician relationship. There's a lot that's sort of converging here and what it sounds like. You know if you're dealing with endocrinology or dealing with diabetes before it sounds like you could sort of have the maybe the perfect laboratory to see how these things are working in the real world. Are you involved in the GLP-1 space and what are the stakeholders looking for there? There seem to be a lot of unmet needs. 

0:23:23 - Mark Clermont
It is a fascinating area. It is growing at an incredible speed and so in fact, we talk about them not so much. You know GLP-1s just take flavor of anti-obesity medications, so it's kind of put it more in a different class, and even then I think it's a. That's a short-term classification for this grouping of drugs that just remarkably efficacious, for of course, many of these started in treatment and management of type 2 diabetes and so that's. We are considered a center of excellence in diabetes. So we had been working from an R&D standpoint in supporting clinical studies for many, many years. We've been supporting patient support programs in the predecessor, the preceding, some earlier stage drugs lyraglutides and preceding to the semaglutides. We have deep knowledge in understanding what these drugs are and the benefits of them. And so here we are in this remarkably changing world where, just looking at obesity and weight management, you know the former model and I'll say what is becoming rapidly. The old model, or the old view, is individuals that were struggling with weight, you know, as a matter of willpower, and we focused consistently on diet, exercise and willpower to try to change behaviors and lifestyles. That's still very relevant, but what these drugs are introducing and also evidencing is that there's some brain chemistry that's involved in. The benefit of these drugs is to do a reset of the brain chemistry as well, and you can then use that, leverage that to augment the lifestyle and behavior change, behavioral change to really positively influence somebody's trajectory as it relates not only to obesity. And now, with some of the results you know, just a couple of weeks ago there was a spectrum phase two results, I think, were released about the cardiovascular benefits of these drugs, and so really phenomenal time. At the same time they're very expensive. And you know, you think about just the US population overall, 40% of the US population is has a BMI that would qualify for these drugs. That's pretty remarkable statistic. And yet these drugs cost anywhere from $1,000 a month and more, so they're very expensive. They're not widely covered by health insurance yet, so that's slowly changing, and yet you have this high demand. 

And so what's happening is you're seeing these drugs being prescribed off label. You're seeing these drugs becoming accessible through sources that are outside the clinic, the traditional core of medicine, and whether that's in a med spa environment and others, or in a prescription house, and for me that's concerning from a patient safety standpoint. You know, again, these drugs have some history, but not a long history, so they're not well understood as well understood as, as, say, a statin is. That's been around for decades and yet they're being leveraged and deployed in scenarios here with patients with not a lot of clinical oversight. And that's concerning. And so we're a bit on a crusade here to help introduce clinical oversight to the process, make sure that these drugs are being prescribed appropriately and maybe they don't need to be forever drugs. If you combine that with the kind of lifestyle and behavioral management elements and someone perhaps can step down or step off of these, the use of these drugs, we'll see. This is all a fairly new market. 

Again, the concern from my vantage point is from a patient safety standpoint. And so, and then you look at employers and the commercial insurance programs. They're looking at this and they have employees saying look, you've been putting me on these particular weight programs. I've been up and down, everybody's done these programs have been up and down, and here are these drugs that can help with this process. Why won't you cover them? And the employers again saying well, 40% of them, I can't afford for 40% of my population to go on. 

And, by the way, not only is it expensive, there's also a patient safety concern, and the long-term effectiveness of these. It's still being studied, and so what we've done is we've had already offered a program out in the marketplace to incorporate AOMs into a weight management protocol. That turned out to be very interesting to an increasing number of parties. And so, whether you're a health plan, whether you're a health system, a retail health provider or even a pharma company, these programs are interesting and because we have the integrated medical practice, we're actually bringing the right level of clinical acuity and oversight so that patients aren't being sent home. There was a stat that Mayo Clinic had put out there, reported, I don't know two months ago or so, that 5% of patients that were going on AOMs were presenting in ER with severe dehydration Because there was no clinical oversight that was going along with them with that, and I think in that case they went so far as to say, hey, those drugs were accessible to those patients through a med-spot environment. 

0:28:51 - David Williams
It encourages you not to eat, but you've got to remember to drink some water at the very least. Mark, you're being a little cagey because I know the company's been very successful. When you talk about stakeholders becoming interested, are you at liberty to name any of your customers? I know you work with some prominent names within the industry. 

0:29:10 - Mark Clermont
Yes, and I'll preface this with saying we are. One of the elements of secret sauce to Cecilia Health is we don't need our name in lights so oftentimes we're working as the Intel inside, as on a white label basis. We recently struck up a relationship with CVS and in fact that program went live just a handful of weeks ago in weight management and working with their downstream employer and health plan customers to bring this and make this accessible to that national window. That, among a number of our health plan customers as well, that are beginning to introduce this January 1 of 24 is the beginning of an important benefits year, and it's a benefits year that will have significant advancement in the coverages of GLP-1s and bring that forward in the marketplace with at least some level of. It's not so much about a curb the adoption scenario, although I think the effect of this is let's make sure we look at it in terms of let's make sure that patients are getting appropriate care. And then appropriate care isn't always a cheat to rush to a GLP-1 or an anti-obesity medication. There are other therapies that are well proven that may need to be tried and tested ahead of time, but, however, this may be appropriate care for particular patients, and that's our job. It's the benefit of having this integrated specialty clinic that can also operate in a health and wellness environment, combining those two things to make sure that a patient, at the end of the day, is getting the right kind of care. And then longitudinally. 

Again, we don't know if these can or should be forever drugs. We just know that they're very expensive and if there are opportunities for those patients who are enjoying the benefits of them, they're certainly not intended to be short term drugs, the worth-paste scenario. You hear these horror stories of patients going on them 30 days prior to a wedding or some other important event, and that's exactly the wrong use case for these. And we're on again a bit of a crusade to make sure that we're delivering appropriateness of care and do this on a national scale. And thankfully CVS also sees that. As you know, they're pivoting very strongly to becoming a health care delivery company. This fits very well within that construct and we couldn't be more excited to be partnered with them in the background. 

0:31:43 - David Williams
Good. Well, congratulations on that progress. I look forward to seeing and hearing more about it. I want to change a little back as we end this interview, too, on the more personal side. Now, you're a guy who always has some interesting ideas of mobility, and I remember you did get a nice bike and it was great, except when you go over the handlebars and smash your head. I think we were amusing before about an e-scooter. Did you get yourself an e-scooter? What do you think in there? 

0:32:08 - Mark Clermont
I did. I did get an e-scooter. How's the? 

0:32:13 - David Williams
handlebars. Can you go over the handlebars of that too, or is it a little bit better? 

0:32:18 - Mark Clermont
You can go over the handlebars pretty easily. On those as well, you need to be careful. But I will say it's very freeing, especially in a city like Boston. Boston happens to be, as you know, it's, a fantastic city. It's very accessible, it's very bike-friendly and who knew Now it's very scooter-friendly. And when you combine that with the amount of traffic and the woes of the transportation system, the rail system in Boston, which I don't know if there I've never seen a ranking of the lowest of the low, but Boston's transportation system is pretty low on that list. Boy getting around on an e-scooter, getting to the office on an e-scooter, you can't feel better about that. It's good fun, but be careful out there. 

0:33:06 - David Williams
Yeah, no, I hope you're listening to your own advice. I stay inside the car when I can, but you're right, it doesn't do too fast on the trains. All right, last question, Mark Any, have you had a chance to read any good books lately and anything that you would recommend? You know there was a for sure. 

0:33:23 - Mark Clermont
There's, I think, two, maybe two things come to mind. I started picking up at, you know, talking back to Wolters Kluwer, one of the leaders at Wolters Kluwer that was instrumental in the acquisition of Up to Date back in 2008, Arvin Subramanian. He and I have stayed in touch over the years and he had recently recommended to me. He said you know, I've been reading A Calendar of Wisdom. It was Tolstoy's last piece. He says you want to check that out and so it's a fantastic work. It's, you know, you just pick it up once in the morning and it's. If you're not familiar with it, it's, you know, it's a once a day kind of thing. He has these thoughts that are organized by day, each day for a year. You and you just kind of set your mind to thinking about things like today's. One of today's elements the history of mankind is the movement of humanity toward greater and greater unification, and what a good thought to start your day with. So that's, and I visit that every day. 

But I will say this is one fantastic book I'm actually rereading is called the Emerald Mile. It's by Kevin Fadarko. It is this fantastic story of the fastest ride in history through the Grand Canyon. And what brought me back to this is, you know, this year was an amazing snowpack out in the West, in fact a historic snowpack out in the West, and last time the snowpack was this high was back in 1983, which is when this story, this Emerald Mile story, takes place and kind of too narrowed is related to the melt of that snowpack. 

That involves the near collapse of the Glen Canyon Dam and then these crazy river guides that rode this wooden dory down the Colorado River, as in this, in turbulent waters. It's just a fantastic read. A lot of history in there about the Grand Canyon, about the overall infrastructure around building the dams. Fantastic read and there's a little bit of engineering mixed in there that you can then take with you as you're thinking about how to operationalize or make your own business more efficient. So everything I read kind of comes back to the making your business more efficient. What can I learn from that in real life? So Emerald Mile, it's a great book. 

0:35:44 - David Williams
That sounds like two good recommendations. Well, mark Claremont, ceo of Cecilia Health, I want to say thank you so much for joining me today on the Health Biz podcast. Thank you very much David. 

0:35:55 - Mark Clermont
Always a pleasure to see him. 

0:35:58 - David Williams
You've been listening to the Health Biz podcast with me, david Williams, president of Health Business Group. I conduct in-depth interviews with leaders in healthcare, business and policy. If you like what you hear, go ahead and subscribe on your favorite service. While you're at it, go ahead and subscribe on your second and third favorite services as well. There's more good stuff to come and you won't want to miss an episode. If your organization is seeking strategy consulting services in healthcare, check out our website, healthbusinessgroupcom.