HTM On The Line with BRYANT HAWKINS SR.

"Pioneering The Next Generation of HTM"

• Bryant Hawkins Sr. • Episode 98

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In the first episode of 2026, we sit down with Ryan Gonzalez, President of HTMA Ohio, and Alex Collins for a real, honest conversation about what happens when you reach a point in your career and start asking, “What’s next for me?”

They Share:

  • How a season of feeling stagnant pushed him to get involved
  • Why community and service changed the trajectory of his career
  • What leadership in HTM really looks like behind the scenes
  • And why raising your hand can be the move that unlocks your next level

This episode isn’t just about association leadership.
It’s about ownership, growth, and refusing to let your career plateau.

If you’ve ever felt:

  • Underutilized
  • Unchallenged
  • Or unsure what your next step should be…

This conversation is for you.

🎧 Listen now and get re-inspired about what’s possible in HTM.


Big thanks to our partners: College of Biomedical Equipment Technology, A.M. BICKFORD, INC., UptimeServices, MARS Bio-Med Processes Inc, MD Publishing and Innovative Radiology. Your support keeps the HTM mission alive!

This podcast was produced by the B-Hawk Network.


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Bryant Hawkins:

What's up family? I'm Bryant Hawkins Sr. and this is HTM on the Line. This is our first episode of 2026, and we're starting the year with purpose. Today I'm sitting down with Ryan Gonzalez, president of HTMA Ohio, and Alex Collins, two leaders who prove that HTM profession grows when we do. If you're ready for more than just a job, you're in the right place. Let's get into it. First question is to you, Ryan. Before leadership roles and involvement, what made you care enough about this profession to raise your hand and join HTMA Ohio?

Ryan Gonzales:

That's a great question. To be honest, at the beginning of my career, sort of mid-level of my career, I joined HTMA Ohio because I was had reached a point where I had worked 10 years as a biomed and I kind of felt stuck. And I was wondering to myself, well, what's next? What else am I capable of? So I joined HTMA Ohio as just a member to sort of figure out what are other people in the industry doing. And then I fell in love with it, you know, kind of seeing the camaraderie and the passion all of these folks in my community had for this industry. And it just cascaded. And next thing I know, I'm a board member helping put him put on an event. And next thing I know, vice president, and now the president.

unknown:

Right.

Bryant Hawkins:

So now what I'm hearing is that it wasn't just about a title, but it seemed like it was about responsibility. Now, Alex, Ryan talked about realizing the industry need and more than just having skilled technicians. What was missing in your own career that pushed you toward getting involved in HTMA, Ohio?

Alex Collins:

Yeah, no, that's a that's a great question as well. So I I had an interesting journey to join, I'll I'll just say the career or civilian workforce. So I'm a prior military biomed. And then one of the interesting parts of being a military biomed is we PCS, we move from facility to facility, unit to unit. So I was always very used to the facility you work in not being kind of your primary role, but it's your position in the industry. It's, you know, you do great work here, but eventually you're gonna move to another facility. And then you need to keep doing great work and you need to bring the work you did over there to your new facility. And when I joined my first civilian job, I was an imaging engineer. I worked across multiple accounts, and it was, I was really lacking that sense of industry camaraderie as like I felt a part of a profession in an industry because I was kind of lone wolf, road warrior, just doing my work. I eventually got to a point where I was in Ohio. I had gotten into an in-house imaging position, and I was working, and I've I noticed we can get so cubby holed in the facility we work in that we forget that there's this larger industry that we can rely on. So one of I believe it was at my my very first attendance at HTMA Ohio's expo, where I had a want, I had I had a drive of a goal I wanted to do, and I approached HTMA Ohio and I'm I I have this game plan, I have this roadmap of something I want to do for the industry. I don't really know how or the the means of how I'm going to do this. And Ryan just enabled me. And before I knew it, we were running a CBET study hall. We got like 70, 80% pass rate and got a bunch of people their CBET, but it was through association work where I was able to really feel connected to the industry again and not just feel like I'm going in and doing my job.

Bryant Hawkins:

Great answer, man. Now, a lot of people listening are probably good at their jobs, but disconnected from the bigger picture. Now, this question is for both of you. You both kind of touched on it some, but what's one truth about HTM that should reignite pride, but often gets overlooked? I'll go with you first, Alex.

Alex Collins:

Yeah, so as far as reigniting kind of that pride and joy in doing what we do, it really is getting with other biomeds that aren't in your facility. I I don't care how big your shop is or how great of a team you have, there is always a bigger picture and a larger industry behind you. And when you find out the work other facilities do, we we always have as biomeds this kind of sense of obligation of like, we're trying to make the hospital the best place possible. We're trying to enable healthcare the best way we can. How can you do that when you don't know the work other people are doing? They they may have solved that problem that you have in your facility, but when you're not connected to other facilities, other organizations, other companies, and have an idea of how they approach certain situations, how can you honestly say that you're doing the best job you can? There's different work processes that different ISOs do or different in-house so in-house programs do that you just aren't going to be aware of. And I'm not saying you need the logistics of what enables them in the background. Like we all have our own softwares and stuff, but just the work processes and the concepts of what we do, those can be translated into their systems, into everyone's systems. But how how can you honestly say you're doing the best job possible when you aren't aware of what other facilities are doing? So when you connect within an association, you get to see what everyone else is doing. And if you have a problem, you can bring it up to an association or add an expo. And other people can kind of say, like, oh yeah, we had that issue. This is what we did to solve it, and and take your learnings from there. And when you get that, you get that spark again. It's like, oh, I I have work to do now. It's I know we were kind of steady state operations, not doing anything too exciting, and you can kind of stagnate. But when you kind of get that, oh, that there was this solution, you know, you get that fire in you again and you you have work to do.

Ryan Gonzales:

So for me, the thing that I really want to impress on anyone in this industry is that the beauty of this industry is it really fosters you to be whatever you want to be. It is one of the few career fields where you can come into it as uh from any background. For for myself, from a very poor, misguided background. For others, if it's if they did a four-year college, is you can come into this and really turn it, turn yourself into whatever you want this to be. If you want to be the guy who sits at a desk and fixes equipment all day long, you can do that. If you want to become a leader of people, if you want to start your own business, if you want to become a professor, if you wherever it is you want to go, this prof this profession can take you there. It provides those types of opportunities. And and it is, it's gonna be whatever you make it. So for me, that was always that's what I found. It took me a little while to get there, but it it's what I found is when I decided I was done being a technician and I want to become more, the profession was there for me. And joining HTMA Ohio has really helped me with that because I got to be surrounded by like-minded individuals who are trying to be better tomorrow than they are today, whether it's through education, through community service, through through whatever that those means may be, we are all there to support each other and help guide each other along that path.

Bryant Hawkins:

Okay, great. So it's like Ryan, you both of your answers, it's like you guys are really thinking of the next question I'm asking before I ask it. Because my next question to you guys is why do you believe this profession is still worth investing in, especially right now? Why do you believe this profession is still worth investing in? We go over to you, Ryan.

Ryan Gonzales:

Oh, that's an easy one. The opportunities really are endless and they're becoming more and more. With the with the introduction of AI, there's a lot of professions that are becoming minimized or become lesser, going away. HTM is not one of those, at least, not anytime in the near future. We need hands in the hospital to fix equipment, to install equipment, to be there by the bedside when it breaks, and the clinical end user is not able to treat a patient. We need physical bodies to go in there and and help enable the equipment to be able to work and treat patients. That that's not going away. And and again, to my to my my other point was you can come in as an entry-level and really work yourself up to supervisor, manager, VP to make to really elevate your whole life and your family.

Alex Collins:

Yeah, so I mean, to Ryan's point, we we can start pretty entry-level. You you can get in moving bets, and that can segue you into HTMA. And it's one of those, this is for those that are in the workforce that maybe don't have that sense of fulfillment yet and have have never been a part of a really robust industry like healthcare. Once you start doing this type of work, you really see the value in the work you do. You get personal fulfillment, you can see outcomes as they relate to the work you individually do. I remember one of my first like come to Jesus moments with my job is when my kids were delivered. And I was still in the military, and I walked into a room and that my wife was in, and I I saw nothing but initials of you know, friends of myself. And it was one of those, like, oh, you know, this is this is the work that me and my friends do downstairs in action. And I I can't think of too many professions where you really get that sense of you know, purpose and fulfillment. So there's that personal value of like, as an individual, you're once you start doing this type of work, you're you're gonna love it. And then the value of the work we do, it's just it's necessary. Ryan touched on it. This job isn't going away. It just like nurses aren't going away, doctors aren't going away. Yes, there can be tools that are going to assist us, but at the end of the day, you we need the bodies to to move the equipment to do the wrench turning or to to manage the AI. You know, we're we're not going anywhere.

Ryan Gonzales:

And to add on to that, I would tell you, there's there's very few things more fulfilling in a career that when you fix something and then you come back an hour later to that department and you see it in use on a patient, and and the nurse pulls you aside to thank you for for helping them out, or when you get called into the middle of a surgery and all eyes in that room turn towards you and saying, Hey, we need your help. And you're that barrier, or you're that that person standing between the patient having a successful surgery or their them it being delayed. That really matters. So that's that's what I always impart on people when they're looking for a career that matters and that they can come home every day and feel like what they did today had an impact on somebody's life and on their community's life. It's nothing better than that.

Bryant Hawkins:

Man, I'll tell you, really, not a great fan of podcasts on videos. But this episode, I kind of wish we was had cameras on because I can really feel the pride you two have for this industry, the way you're talking about it. I mean, I can feel it through the through your voices. So I can imagine what your face expressions look like. And you literally show where pride is powerful. And but we also know that if pride has no movement, that pride can begin to fade. And Ryan, this question is for you. You've been in the industry 20 plus years and you're in leadership roles. Now, leadership can look polished from someone looking from the outside, but what has leading required of you on the inside? Because we always see Ryan as this guy that seems like he has it all together on the outside. But what has leading required of you on the inside?

Ryan Gonzales:

Oh man, it it it requires a lot of vulnerability, and that's something I had to learn along the path. You know, I I was brought up in in a household where you didn't show a lot of emotion, you kind of just shoved it deep down and and moved on with your day. And leadership is hard because people are are nuanced. The equipment's very static. It's X's and O's or ones and zeros, and people are variable. Everyone has good days and bad days. And for me, having the vulnerability to try to connect with them on a personal level and not treat them like equipment or like ones and zeros, that was something I had to learn in myself. Not because I I didn't know how to connect with people, it's because I didn't know how to be vulnerable with other people. And for me, that's an essential part of good leadership is how do you connect with people? How do you understand what they're going through or what their goals are and where they want to be and help them become their best self? Because it's not always about just getting the work done. It's about how do I enable each person who may be a technician or an employee in that shop to be them best their best selves. And that's that's really what it comes down to, to be honest with you, in terms of leadership.

Bryant Hawkins:

Now, this question here is for both of you. And you both gave numerous answers to this question. But I just want you to maybe just think on this and I want you to take uh what's one mindset shift, just one mindset shift HTM professionals need to make if they want to keep growing. We know it takes many mindset shifts, but what's one main mindset shift HTM professionals need to make if they want to keep growing in the HTM industry?

Ryan Gonzales:

It's funny that I don't think it's something new that people need to learn or shift. It's it's just applying what they already know to a different type of position. And one thing that we've we're continually faced with as a biomatter imaging technician is you will never know it all. You know, no matter how much you learn, no matter how many schools or trainings you go to, there's always something you still need to learn. Or as soon as you get close to learning it all, they're gonna switch the equipment out and you're gonna have to learn new stuff. And that is the that is just a good life lesson. Because there's never a point where you're a finished product. You're always, there's always something next, and there's always something to be prepared for. And and that's part of what I've tried to do, and I don't always do it well, but try to always prepare for not just what's next, but what's after that. And just kind of understand you don't have to be perfect, you don't have to have all the answers. It's more of that commitment to learning and growing.

Bryant Hawkins:

What about you, Alex? What's one mindset shift?

Alex Collins:

I think one of the things that really changed the way I approached work was I, as much as possible, and to to Ryan's point, you know, we're we're gonna try and preach these gospels, and they they will or won't always be true. But trying to not end with the problem being a person. So, you know, we we can have difficult customers or nurses or whatever, but I I try to never have the problem end at a person. I'd rather it be a process or a piece of equipment or an idea than the the problem being, you know, the problem's that nurse. It when you start blaming people, when you let yourself blame people, it really just prevents the type of work we want to do. Fundamentally, we're we're just trying to make that that room open, right? We're we're trying to get that monitor up, infusion pump up so that that patient can receive healthcare in whatever way that looks. And when you let yourself blame people, you stopping about how you can solve problems because you just are gonna push the blame onto another person, another individual, and you're not you're gonna stop looking for answers. So when I stopped blaming people and I would only stop myself when the problem ended at a process or a piece of equipment or a part, I saw a lot of dividends because I I improved almost all of my personal relationships with my nurses, with my main like clinical managers and directors, because I I never let them take the blame either. Even when they kind of would step up and be like, I know we broke it. It's like, no, like you you broke it because there's something wrong. Like there was this work process not clear enough? Is there education we need to find? And instead of even when they kind of get in front of it and they're like, We messed up, we know this, stop them from doing it too, because it shows that you're on the same team with them. It's like, no, like I understand why you did it. How can we prevent you from doing that in the future? Is there is there education missing? Is is the equipment not suitable for this floor? And I I really start seeing a lot of social dividends in my my facility right now.

Bryant Hawkins:

Now the 2026 HTMA Ohio conference and expo is February 5th and 6th, correct?

Ryan Gonzales:

That's correct.

Bryant Hawkins:

Now we're talking about leadership. I know on the 5th, does the expo have something going on with leadership that you guys can probably share with us?

Ryan Gonzales:

Yeah, absolutely. So I appreciate you asking. So last year we started our very first annual leadership development course and the Thursday before the conference. And we're gonna repeat that again this year, where on Thursday, February 5th, we're doing a three-hour leadership development course taught by Carol Davis Smith. And if you're not familiar with Carol Davis Smith, you should be. She's an absolute legend in the industry. She's been around for a very long time. She's extremely smart, an expert at strategy. And that's what she's going to be doing this three hour workshop, leadership development workshop on is HTM department strategy. So it is perfect for if you're currently a leader or you want to be a leader in the industry, because our our leadership development is not limited. To just current leaders. You know, we want to make sure it's open for anybody who is hoping to get there one day, too. But you're going to spend three hours with Carol and she's going to teach you how to build strategy and roadmap for your HTM department.

Alex Collins:

And I'll add, even if you are a part of a larger organization, a larger ISO, that you're like, oh, I don't, I don't need that type of learning. You know, I have my corporation behind me to that'll give me all these workflow processes. You are wrong. You you would for those not in leadership, you would be surprised or new to leadership, you would be surprised about how much you can influence the way work is in your account, even if you are a part of, you know, the the agilities, the tryment, all these other companies. It's like, yes, you're in their infrastructure, but you as a leader can influence and you need to know how to influence. Don't don't just rely on your company to tell you because that's just one way to do business. There's plenty of other ways to do business. So you need to find what works in your account.

Ryan Gonzales:

Yep. And I'll add on to that every clinical engineering or biomed or HTML shop I've ever been in or seen is only as good as their lead, their direct leader there on site. And I don't think that's a big secret. So after our three-hour leadership development course, we have a free social outing at Smash Park. It's like a five-minute walk from where the conference center is. We also have a shuttle bus where there's going to be free food, drinks, games. There's going to be, they have duck pin bowling, axe throwing, shuffleboard. It's going to be a ton of fun and it's all completely free.

Bryant Hawkins:

Oh, that seems like a lot of fun. Touching back on the leadership part there, going to a course like the one Carol was putting on, to your point, it's great because you're not going to be there with just your colleagues. You were people from different backgrounds, different parts of the industry. So it's like you're almost building a leadership community together. And that, in a sense, gives you a type of belonging. And that's one of the things I love about these, about going to these association expos. You get to meet people and you get to become that community. And that goes to my next question. And I'm going to ask both of you this why does belonging matter so much in our profession? That isn't always seen. Why do you think that? I'll let you go first, Ryan.

Ryan Gonzales:

Well, this answer is going to be different for every person. I really do believe. I know Alex mentioned earlier some about the imposter syndrome that sets in for a lot of leaders. No matter what you've achieved in in your career, and I know this is true of me, every time I've entered a new role, I've always spent the first few months wondering why do they choose me? I don't know that I can do this, or I've I'm capable of this, or I was qualified for this. And when you are in a community of other people who are doing similar roles or have been in higher roles, or you you get to learn a lot about yourself and get to learn from them. You also when you build that community with these types of events where there's the managers from the hospitals in one city over or on the other side of the city, and you can start to ask them questions and they'll ask you questions, and you'll realize that we're all sort of learning as we go, and we can learn from each other. And it's very, very beneficial to be able to, even if it's just commiserating with somebody who's in the same role as you, to kind of understand that you're not in this alone and you really are capable of doing this job. It's very, very helpful.

Alex Collins:

I would add too, that's just the value of associations in a nutshell. When you do commiserate with your colleagues and your peers, both above and below where you're currently at, you other people get to see the value in you. And there's going to be points in people's careers where maybe they outgrow the hospital that they're in and they don't know where to go next. When you're in these associations, you'll have the a community of people that when you kind of communicate that, it'd be like, you know, I'm really ready for the next thing. I don't know where to go in my hospital. Like, I don't want to leave. And you'll have these colleagues that you've built relationships with that say, you know, if you're ready for this next step, I think you should go here. Like I am aware of a role that I think you would be good for. And having that, if you're battling with imposter syndrome personally, when you have that colleague that really says, you know, I think you should apply for that job. Like I'm going to refer you, I'm going to give your that resume to the recruiter, you kind of assuage a lot of those fears of like, am I ready for this job? Am I because you you have these other people that are doing the work saying, you are ready, you should be pushed into this role. And it it makes that transition that much easier.

Ryan Gonzales:

I I will add on to that in terms of a lot of the leaders from your community hospitals come to these events and they all know each other. So they can either they can also make recommendations because they know too. If they have somebody who is outgrowing the position they're in, and maybe it's a hospital system that only has one manager and they've got somebody who's who's ready for that next step, and they can make that recommendation to one of their peers, as well as if you're going and you're part of those groups. Now you know who the directors and higher ups are at that those other hospital systems. Where when you see those positions come open, you don't have to just blindly apply. You already know that person. Maybe you've seen them at a previous event, and you can you know pull them aside and ask them about the position in person versus just blindly applying and hoping for the best.

Bryant Hawkins:

Yeah, I mean, that's that's HTM in its essence, because unfortunately, HTM work often happens behind the scenes. Nobody knows what we do until something goes wrong. Then they know us. And we pretty much thrive in that type of atmosphere. So it's kind of feels good when you go into an atmosphere where everyone appreciates each other because we may get a few pats on the back, but for the most part, we're unseen. And it's good when you can go somewhere and you can hear everyone that feels the same way and appreciates what the work you're doing and know about the work you're doing. And like you mentioned, that just gives everybody that inspiration. But now I'm gonna ask you this question What changes when professionals stop asking, what do I get and start asking? What can I build?

Ryan Gonzales:

Yeah, and I will I will tell you from my perspective, this is this is m very much a culture question. And luckily for us, it's the type of culture that be can can be set by anyone and everyone within the shop at at all levels, is what we put into this job is doing the right thing. You know, it is easy to do the bare minimum or just what the job description says versus going that above and beyond and really making sure that we checked every single thing that could be wrong with that device, whether it's an IV pump or an MRI, to make sure that that machine is going to be fully functional for the next patient. It goes on. Because in reality, in our work, there's never a job that's complete, or there's never a time where there's nothing left to do. You might finish your PM list, but then there's always repairs or there's always organization that needs happening in the shop or cleanup or whatever it may be. There's never a time when there's not something that needs to be done. So you putting in as your best effort is gonna make everything around you better. And then as you move into that leadership aspect, it becomes not just, okay, how do I make sure that we're saving as much money as possible or whatever it may be? It's how do I make sure I'm supporting each and every person within this, with this, in this shop. So they have what they need to do, they feel supported, they feel like they can do the the best of their abilities. And when I worked within an in-house shop or whatever, any sort of clinical engineering shop is I answer the phone no matter what, because I hope that one day when I have to call you for help, you answer the phone. And if you kind of maintain that mentality, no matter what role you're in, that giving back, not just so that you're you're gonna get in the future, but just so we make sure everyone feels supported and everyone can do to Alex's point is fulfill the responsibility so the hospital can maintain patient care.

Bryant Hawkins:

If HTM doesn't develop more leaders willing to step forward, what's actually at risk? I'll let you go first, Alex.

Alex Collins:

Yeah, so within our industry, we we're we're afraid of right to repair becoming a really big thing. And not to speak badly of the vendors or the manufacturers, but they're they're coming from a different aspect of the industry than we are, then what I kind of view when I think of HTM leaders, I think of the people in the hospitals. When if we don't become a larger cohort and having more of a presence in the industry, we're just going to be pushed around by the manufacturers of the world. And any any issue techs are having of like, oh, it's so difficult to, you know, get keys, get passwords, get training because I'm third party or because I'm hospital and not OEM techs. If we don't have a presence as a leadership community at that national level, of you know, all of us within this hospital system are saying, we're not gonna go with vendor X because of this. And we as a leadership cohort can influence all of our hospitals this way, then if they don't have that pushback, they're just gonna be able to make these other professionals that are not from our side of the business. They're they're clinicians, right? They're they're nurses. The most hospital executives have some sort of healthcare administration background or clinical background and not the equipment side, and are are going to sign contracts that aren't fair to the community. They're going to buy equipment that is not suitable for their facility because that is that is the only solution that has been provided to them. And we, as an HTM leadership cohort, really need to be robust enough across all facilities to be able to influence and advise our clinical executives and be like, you know, I this vendor is notorious for doing this, or this model is guilty of doing this. We'd recommend having this type of safeguard in place if we go this way. And we only can do that if there's enough leaders to influence these facilities, because that hospital will keep going if that HTM leader isn't there. And the vendor or the manufacturer is just going to swoop in and kind of sell whatever contract, whatever equipment they can. And the, you know, that at the end of the day, the community is going to be who's hurting.

Bryant Hawkins:

Yeah, thanks. Now, Ryan, I'm just I love your answer there, Alex, but I want to get a I won't get two perspectives, Ryan. Uh, you know, Alex was on point with the leadership part, but leaders have to be, we need leaders developed in different areas. So I just want you to go into a different aspect instead of just going in the same aspect that Alex went. Hopefully, I'm not throwing your thought off, but that but you're you're right on.

Ryan Gonzales:

So, first of all, that Alex's answer was was fantastic. It's absolutely necessary. So, I'm gonna try to take this from uh a couple different angles. So, the the one kind of leading off of from what Alex said, keeping it very, very big is we also have the aspect of like joint commission and the accrediting bodies on it, we need to be able to influence how they're accrediting our shops, how they're accrediting the work that we can do, whether it's the AEM or any sort of new regulation. They are looking for they're looking for how do we write policies and then how are we enforcing those. But we need to make sure that they're putting into place regulations that are achievable, especially when you look at some of these new like HIPAA security rules and cybersecurity things. Like, are these actually achievable? So we need to be able to influence that. And then the next point I want to make is when we bring it back to the hospital, we have to have influential leaders within our hospital environment. This also goes back to a point Alex made earlier in terms of when he talked about how intimidating it can be when you're sitting in front of a high-ranking hospital leader, a CEO or hospital president, or even just a nurse, nurse director. Those are very intimidating conversations. And good leaders can not only sit within those conversations and have influence and provide good guidance, but they also can take part in these bigger overarching decisions that happen within the hospital. When we talk about capital planning and big projects, not just when they purchase new devices, but purchase new software, things if they're moving to a new medical record like Epic or McKesson or something like that. We have to, as leaders, be within those discussions because they directly impact our department. And because our department is one of the very few within the whole hospital that gets to go into every single clinical and non-clinical department within the hospital. If we're doing things correctly, if we are walking around with our eyes open, we end up with a very big perspective of how the hospital operates. And then that allows us to have that good input, good guidance, and be a part of how the hospital runs from both a financial perspective and the, like I said, from projects, purchasing, risk management, all of these different aspects within the organization. So we need to be prepared for that. And to do so, we have to develop those types of leaders.

Alex Collins:

Yeah, to Ryan's point, I'd argue that the only person besides the hospital, vice president of operations, that truly knows that hospital is most likely that HTM director or manager. There's just no one else that collaborates with as many departments as we do, both on the clinical side and the infrastructure side, plan operations or facilities, IT. We touch so many different aspects of the hospital. And we we're a problem solver fundamentally. And we are able to collaborate across all these different departments. And if we don't have leaders in place, you know, the plan operations people are going to forget what the clinicians need. And IT is going to forget what Plan Ops needs. So it's we're we're really a glue in in a hospital infrastructure.

Bryant Hawkins:

HTMA Ohio, what is the theme of your conference and expo?

Ryan Gonzales:

So every year we try to come up with some new theme on how we design our education and how we design our goals for that current year. So for 2026, our theme is pioneering the next generation of HTM. And that means both the next generation coming into HTM and also the next generation of leaders with who are currently the technicians or supervisors, even entry-level folks who are technicians now. How do we get them to the next level of their career? Because we have, when we talk about all these people who are retiring, it is both technicians and leaders who are retiring and all these positions in between. So we got a lot of work to do to get prepared.

Bryant Hawkins:

What do we owe the next generation of HTM professionals beyond advice? I mean, we can give advice all day long, but what do we owe the next generation of AT HTM professionals beyond advice?

Alex Collins:

If we're thinking about what we owe other people as leaders and it and it not just being the information, I like to think about it as, you know, we're all playing a game together. If yeah, we we need to teach people the rules of the game what once they start becoming players themselves, but we need to leave them the game. We need to we need to leave them the framework of what they're gonna be doing, whether it be through an association or a policy or a work process, because that that game is gonna keep going whenever we leave. And we need to make sure that those new players are enabled to keep playing it. You know, they're they're gonna know the rules, but we need to be fair to them that that new generation, that they they know where the resources are so they can, you know, teach themselves even after we're gone.

Bryant Hawkins:

Yeah, perfect. Because we think about it, you may have paid a lot of money to go to different seminars to get this extra training. Now you have to give that to them for free. And some people may think that's unfair, but I personally believe that's what we should do as leaders. We owe that to the next generation. That's the reason we went through all of these trainings, not to just keep it within us. So everything we learned, we definitely have to give it to the next generation. I love the way you use the analogy with playing a game because that was perfect. Because you get some new player, he may be trying his hardest to figure out to get to the next level. And you say, Look, man, do this, do this, do this. Oh man, that was simple. Same way with this industry. If we have the cheat code, so to speak, we should share it to make their moves much easier.

Alex Collins:

Yeah, and I mean, expanding even further, right? It's uh as an association, we we tried to do a lot of work this year and last on really touching the community and kind of if we keep with that game analogy, funneling new players in. And while it may be uncomfortable for us as biomed professionals, I mean, we work in basements generally for a reason. But that looks like getting in front of high schoolers and and middle schoolers and you know, just communicating with the community because the people don't know our profession exists sometimes into their like mid 20s, and they're like, Oh, I had never thought about it. But like, yeah, it makes sense that there's a mechanic for the hospital. And when we don't engage the younger generation in in middle school and high school, we do ourselves a disservice because you know, there's a time where I want to be able to hang up my wrench. And not feel like I left anything on the table. That looks like someone taking my place. And if I haven't enabled people to take my place, then I'm doing myself a disservice because I'm just going to keep working until, you know, I can, I can live with myself with leaving. So I mean, get get in front of those middle schools, high schools, engage community colleges and universities and, you know, start making people aware that our industry exists. And then, you know, have people shadow you, have people do internships and apprentice programs and all the other fun programs you can do with getting people inside your shops.

Ryan Gonzales:

Yep. I agree and add on to that. It's it's not just it's part of it is getting the word out and letting people know that this exists. And then it's paving the path so they don't have to repeat all the same mistakes we did in our careers, imparting that guidance on them. You know, here's where I failed so you you can succeed, or here's where we struggled so you can be successful. And that's true in terms of setting up the right education today, then also within the shops of setting the right structure in place so there is a promotion path in place. And then the other thing I think is is so important that oftentimes gets overlooked is we at any level within HTM is sometimes we get to see what somebody's capable of before they can see it themselves. And as a as a leader, you get the opportunity to identify that in them and and pull them aside and say, you're capable of more than just doing IV pump PMs every day. You, whether it's I'm gonna move you onto anesthesia, or I'm gonna move you over to imaging, or I think you're ready to become a leader and become a supervisor. You see a lot of folks who they just think of themselves as, I'm a technician, I'm good at fixing things, that's what I'm gonna do. And they don't see in themselves what they really truly can be. And and I think that's part of what we owe to the folks coming behind us as well, is inspiring them to be more than than what they are today. And then helping them get there. And if that means that one day they they they get promoted out from under us or they get hired on with a hospital up the street, as long as that's creating a better life for themselves and a better, a better position, better leader at that other hospital, though that's okay. We did our job, right?

Bryant Hawkins:

Absolutely, man. I mean, kind of giving myself a um shameless plug. We're talking about talking to the next generation. I got the privilege. Well, you guys invited me to do the keynote, and the title of my keynote is basically You Can Create, you can't recruit who you don't reach, making HTM visible for the next generation. And Alex is talking about going, we have to go where the kids are. And I think, in my opinion, this is the first time in the history of our industry where we actually have the opportunity to paint the picture of our industry to young people. Because nobody came to my school, and I'm sure nobody came to your schools. So we were in a great position to not even the young people, to new people coming in. We can show them what it actually looks like in our eyes. Because when I came into this industry, my manager was an older guy, and he wasn't much of he was an introvert. So he wasn't really into painting that great picture of what the future looks like. But you two guys are definitely people that you would want. I would want to be a B-Made one in your shop. And that's the picture that I think every HTM leader has. When we go talk to these young people, we can show them the greatness of what we do. And I don't think that's ever been a place in history where this time right now is something that we all have the opportunity to do. And I think that's one of the greatest things about this industry that I think a lot of people don't tap into.

Ryan Gonzales:

And I would tell you, if I'm a student, one of these schools, middle school, high school, wherever, and it's a recruiter who comes in and is talking about the profession, I might not listen that closely. But if it's something, somebody who's actually doing this every day and they've got the passion and they've got the experience and they're talking about it, that's a whole different ballgame. That's a like we have the ability because we've been through this and we're passionate about it. We're gonna inspire a lot better than some recruiter or some stuffy businessman, whoever coming into the school and chatting about it.

Bryant Hawkins:

Because it's so funny. I can tell you this. I did a career day, I was with a pharmacist. When he was doing his presentation, he was sort of talking about all the degrees he had and the colleges he went to, his college life. And the kids were just looking. I mean, he had it seemed like none of that was attainable. So when we go talk about our industry, we pretty much telling them, we we make it like to your point, Ron, we do this every day. So we can paint the picture. Look, you can do this in two years. Really, some doing less than two years. And just to watch a young person, because unfortunately, nobody knows what we do. It's like telling them something, and you can see the light bulb in their head blinking, and you're like, wow, I just told him something he never heard before in life. And imagine the privilege to say that to someone, you never heard of us, period. Not I kind of saw you on TV. So we have a great gift that we can share with the world, and then our gift is also probably, I would say, almost saving the world. Because when they come into the hospital sick, it's what we do daily that keeps that hospital functioning. So I just think that I don't know if a lot of HTM professionals realize what we possess. Which leads me to my final question, and I want you to let this one settle in before you answer it. If someone listens to this episode, feels inspired, and then does nothing, what do they actually lose? And you go first, Ryan.

Ryan Gonzales:

In reality, they're only hurting themselves. I mean, if if they hear this episode and then they just go back to doing their job the way they've always done their job, or they go back to whatever it is they were doing, they're just losing out on the opportunity to really be their best selves, to achieve whatever it is that they've always wanted to be. You know, a lot of us sit back and think about all the what-ifs and what could be, and for one reason or another, they never actually go for it. They just go back to their day-to-day job and they keep clucking away at whatever it is that that they think they're good at right now, and without actually striving for for the next phase or the one after that, or the one after that, because that's how this goes is once you get the the your first success, it leads to that motivation and that inspiration of, well, if I can do this, what else can I do? And then if I can do that, what else can I do? And at every level in this industry, you're helping more and more people. You know, and that's one of the hard things. When you're a technician, you get that personal interaction of you go into a room and you fix something, and and you know you help that one patient. But as you start to do more and more and more, you're not just helping one patient, you're helping a whole hospital or a whole system or a whole industry. And and you owe it to yourself to see what you can achieve.

Bryant Hawkins:

Alex?

Alex Collins:

Yeah, I mean, I'll I'll I'll be a little bit more pointed and maybe a little unprofessional on it. But if you if you feel the the calling to do this and then you don't, you're you're essentially going to be the reason someone doesn't get healthcare. Right. It's I'll put it as as straightforward as that. You you could have been the difference between whether or not that equipment was available for for yourself. If if you've ever been in an emergency room that was on a four-hour delay because they were waiting for beds to open, biomed is the reason that bed was open or not. Sometimes it that bed could be occupied because they're waiting for a bed on a clinical floor. And a room isn't open on a clinical floor because equipment was down, so the room was closed. So they there's this these cascading effects that lead to is healthcare available when you need it? And I mean, as an industry, we're we're hurting on just having enough people to keep up with the work that exists. And we we kind of touched on it earlier, you know, that there will always be work. And if you feel like you you can make a difference and do this type of work, you you kind of owe it to yourself and the community. Because if you don't, that could be the reason that you know the X-ray was down an extra day, because the x-ray engineers we have on staff were too busy to touch that one. And you know, we we really could have used an extra x-ray engineer within our facility. We really could have used another beam at one in our facility. So it's just one of those things. It's I I know that seems a little unfair to put it that way, but I'll try and guilt you into the profession. Like you you could be the reason someone doesn't get healthcare. Like you, if you felt the calling, just give it a go. Do it over a summer, you know, do a summer internship, shadow someone. And and once you feel the result of the work you do, you your mind will change. You you'll understand that this is if you felt that initial little spark of like, you know, I really want to do this work, you'll feel the calling to do the work.

Bryant Hawkins:

Ryan Gonzalez, Alex Collins. Man, I appreciate you both. This is what leadership looks like. To everyone listening, don't just be inspired. Be in the room. Join us at the HTMA Ohio Converse and Expo, February 5th and 6th. This is HTM on the line. I'm Brian Holton Senior. Y'all be safe out there. And I'll see you in Ohio.

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Bryant Hawkins Sr.

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