The Angry Biller
Welcome to the angry biller.
A show where we explore the people and the businesses behind-the-scenes of healthcare, those men and women that are the catalysts that allow providers to concentrate on delivering exceptional patient care.
The Angry Biller
Ep 22 - Vivienne Hann on Leadership and Excellence in Healthcare
What does it take to run a top-notch healthcare practice? Discover the secrets from Vivienne Hann, the COO of Northridge Integrated Health, who brings a wealth of experience and insights from her journey in the medical field. Vivienne opens up about her roots in her parents' medical practice and her educational background in law, business, and psychology. She also shares her transformative experiences in managing multiple imaging centers and the critical importance of aesthetics and cleanliness in reflecting a practice's professionalism. Vivienne's leadership philosophy shines through as she highlights the need for staff support, the value of being heard, and fostering a sense of ownership among employees, even those on salary.
Explore the often-overlooked role of front desk staff in shaping patient experiences. Vivienne explains how the demeanor and friendliness of front desk personnel can set the tone for an entire visit, emphasizing the power of eye contact and warm interactions. We also dive into the complexities of managing payment collections, comparing the different approaches taken by seasoned employees versus newcomers. This conversation underscores the importance of experience and the unique challenges faced in practice management. Join us for this insightful episode that delves into the operational intricacies and leadership philosophies behind a successful healthcare practice.
Vivienne Hann
LinkedIn: https://www.linkedin.com/in/vivienne-hann-b8a708247/
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Production of Podcast: VISUALS BY MOMO
Josh Fertel
00:04
Welcome to the Angry Biller, a show where we explore the people and the businesses behind the scenes of healthcare, those men and women that are the catalysts that allow providers to concentrate on delivering exceptional patient care. Welcome to the Angry Biller. My name is Josh Fertel. I am the owner of J3 Medical Billing. I am your host. We are here at the Visuals by Momo Studios. The whole point of this podcast was to get behind the scenes of a medical practice in the healthcare industry. So finally we are able to get an experienced COO on the show to tell us really about the inner workings and what goes on while the patients are there being taken care of. So very excited. Vivienne Hann. She is currently the COO for Northridge Integrated Health. Welcome, Vivienne.
Vivienne Hann
00:54
Thank you, I appreciate it. I'm excited to be here today.
Josh Fertel
00:58
Yeah, no we're excited to have you. You and I have met recently and getting to know each other and it looks like that maybe even together we can work. But how did you get into health care?
Vivienne Hann
01:11
Seems like you've been in health care a long time I have, I like to say 100 years. But then I date myself. But my parents were both physicians, so I can say that I actually started out emptying trash cans and cleaning the bathrooms, and that is no lie. So when I can tell you I can do things from the front to the back, to everywhere else in the building, I definitely can do that.
Josh Fertel
01:32
And as you progressed in your career, is this something that you did in school? You went to school, I did.
Vivienne Hann
01:39
I did. I actually really liked the whole the law, the legal aspect of health care Interesting, and then I got more into that. I thought, okay, maybe this isn't for me and I went more the business aspect. And then from there I went on to get my master's in business and then a doctorate, also in psychology. I really like psychology. My mother was a psychiatrist, my father was an ophthalmologist, so an interesting combination there. And I always say I can never deal with needles, so my alternative was the business aspect.
Josh Fertel
02:11
I absolutely agree with you. I realized I was too old to get into the provider side and said let me get into the business side because that's what I've been doing my whole life. What was your first foray into running a practice?
Vivienne Hann
02:29
Oh my gosh, Let me think back. I think my first jump in I'm really thinking back was probably way back working in imaging. I really love imaging MRI, cat scans, pet scans that whole genre is really interesting to me.
Josh Fertel
02:50
Right.
Vivienne Hann
02:50
So being able to jump in and really overseeing approximately 100 and some imaging centers Wow. So that was very exciting to really get in that way.
Josh Fertel
03:01
So you started with a very large institution. What was your?
Vivienne Hann
03:07
day-to-day like I'm fortunate because every day is not the same. I think I'd be very bored if it was. So every day is different. Every patient has a different experience. You know you want to make that as pleasant as possible. Every center that you supervise, every office has something different going on, so there's always office has something different going on, so there's always, there's always something going on. So what you're striving at all times to do is how can I be the best? Yes, how can my staff be the best? How can I support my staff? How can my patient care be the best? So those are things that you're constantly looking at. That makes it exciting, you know, and really getting the team involved too, making that happen.
Josh Fertel
03:46
And if you could be a little more specific. It's like you come in and you got your coffee and now you're going to go look what are the first things that you're looking at when you come in during the day.
Vivienne Hann
03:56
Well, I'm a very aesthetic person, so I'm always looking at my office to you know I walk in the door and I look at everybody else's office.
04:03
So I'm sorry, if I walk in your office for an appointment of, and I'm looking at your office to see because I I really, you know, besides the general, the cleanliness, I'm looking to see how well, obviously, they take care of their practice, how they feel about their practice. Um, I can honestly say that my staff will come in and look around the practice because they have I don't know if the best term is a buy-in because they're really invested in the practice. So they want the practice to succeed. And when you know that if you walk into an office and the office is well put together, that the staff I feel the staff is invested in what's going on in that office, to have skin in the game.
Josh Fertel
04:42
Yes, but do you find? And looking from a billing perspective and looking at offices that do billing in-house, do you find if a staff does not have skin in the game, they have the same attitude If they're just a salaried employee?
Vivienne Hann
04:59
I think salaried employees can still have skin in the game. Understood, it's how you support your staff. Understood, it's how you support your staff. Okay, it's how you let your staff be heard. I believe that everybody has the right to be heard. At the end of the day, there's many times my staff has come in my office and said, okay, I want to talk to you about this, and they've left and I've been like, okay, you were right, I see it a different way. Or there's been many times that we have to agree and we're aligned on the same page and it might be my decision, but again, I think that what everybody wants to, even patients want to be heard. That's the bottom line. People want to be heard and to know that their thoughts or their feelings or their suggestions mean something.
Josh Fertel
05:43
And how do you personally show that listen. You can come to me and tell me whatever your problems are or whatever concerns are.
Vivienne Hann
05:50
You know, I thought about our meeting today and I thought is he going to ask me, like, what makes, how do I deal with my job? And I think, first of all, humor. It goes a long way, and I'm not saying I make jokes when I walk in the door, but I think that you have to be able to laugh, laugh at yourself first of all, and you just have to have, um, I think that one person or one thing that everybody will say about me as I come in with an upbeat attitude.
Josh Fertel
06:16
That's great.
Vivienne Hann
06:17
And I think that your attitude, in the way that you are, you feel about your job, rolls over to your staff. Okay, I mean, there's not a day that I don't come in, that I'm not excited about something that we're doing at the practice, and that excitement rolls over to my staff and they want to be a part of that and I, in turn, want to be a part of their excitement because they're coming up with really great ideas. I'll say hey, you know, what do you guys want to do? Just to bring us together for Thanksgiving, or what do you?
06:48
want to do for this and they have ideas and I get excited about their ideas. Or what can we do for a patient appreciation, or? You know, I'm not good at those things, but I surround myself with people that are have to Right.
Josh Fertel
07:07
When you say staff, what positions are you speaking about in a medical practice.
Vivienne Hann
07:09
Well, I think that you're talking about everybody. Okay, you really are. There is and I'll go all the way up and down the tree but there is the gentleman that cleans our office. Okay, you know, I want him to feel a part of our practice. We do special things for him all the time. Or we'll leave little special things, or we may have extra boxes that need taken out and we leave him something for doing that.
Josh Fertel
07:32
Yes.
Vivienne Hann
07:33
You have my front desk or my billing manager, person who goes above and beyond all the time.
Josh Fertel
07:39
Right.
Vivienne Hann
07:39
There's going to be things that I do individually. I may stop and buy a gas card for her. I may just know that, hey, today's you know day, I like to grab lunch. Or sometimes people just want to know hey, you're doing a great job. Validation is always key. It's not always about what you give somebody. It's a lot of times what you say to somebody.
Josh Fertel
08:01
Yes, to me, the front desk person next to the provider themselves is the most important part of the practice Right.
Vivienne Hann
08:09
It sets the tone for your whole visit. If I walk into a practice and the person's looking down, they're not. That's one of the things I look at. You're not making eye contact with me. You're not friendly.
Josh Fertel
08:21
And this is a person that generally has to ask for money, absolutely. So you need the right person for that. Do you find and I speak about this on the show all the time that there's a little reluctance from the front desk when it comes to collecting what they need to collect?
Vivienne Hann
08:38
I think that's the difference between a seasoned employee I'll put and a newer person to the field. Excellent, a seasoned employee is already going to know.
Josh Fertel
08:48
Right.
Vivienne Hann
08:48
And I say this all the time to my staff If you don't know the value of the service that we provide, then you're not going to be able to ask for the cost. If you don't know the value of the service that we provide, you won't know or won't be able to comfortably ask for the cost of the service.
Josh Fertel
09:08
Excellent.
Vivienne Hann
09:09
I say all the time it's not only an honor to be at Northridge, it's an honor to be a patient. I know the quality of the service that we provide. So do I have an issue telling somebody that the treatment's this or that? No, Right. Because I absolutely know that the quality of care is going to be there and I wouldn't hang my hat somewhere that the quality of care is not there.
Josh Fertel
09:32
Understood. I'm also of the belief that the patient knows that they have to pay Right. They are, they do, and nobody asks them. They're going to try to wait three, four months.
Vivienne Hann
09:42
And we do give them the benefit of the doubt at the beginning of the year.
09:45
Okay, these are your deductibles. This you know. We noted in the records that we spoke to them, that you know this was discussed and of course people go through times in their lives where they're having difficulties financially and and we we work with patients all the time, but we also remind them. Hey Mary, you know, on November the 7th or December the 6th, we spoke to you about your benefits starting over. You know, if you're unable to make your deductible, we'd be happy to work with you on that. But if you remember correctly, we talked about these things. So you know it's. You have to remember. Nobody comes into a medical practice because they feel wonderful, right? So everybody's coming in because there's an issue, Right, and if you can make that issue less than you already, partial success.
Josh Fertel
10:32
You know, I think that what you've said, you know you talk about communication, right, you talk about communication. And if, if a patient comes in and they already know before they show up what their responsibility is, it makes the transaction so much more pleasant, it does Right. So having that communication is the best thing. But again what you said also, there should never be a barrier to good health care. Absolutely not. It's not very deductible?
Vivienne Hann
10:58
Absolutely not. We work with people all the time. If somebody long-term patients we've been in practice over 40 years, the practice as a whole, so you have to think about some of those are grandkids coming you know all those kind of things, so the families have been with us a long time. I'm not okay. You lost your job and you can't afford to pay for your visits right but you're applying, you're doing this.
11:20
I'm not going to not see you because you can't afford to pay for your visits right now. We're just not going to do that.
Josh Fertel
11:26
Right.
Vivienne Hann
11:27
That doesn't happen with us. So we, yeah, so we'll set up something. You know. When you can start making payments, let us know, and we don't have issues with our patients, because they know. If a patient really knows that you care.
Josh Fertel
11:39
Right.
Vivienne Hann
11:40
They're also bought into the practice. It's a buy-in. Absolutely, they're also bought into the practice. It's a buy-in. So the communication is the key, from start to the end.
Josh Fertel
11:49
Right. What is your interaction like with the providers themselves, whether it's the doctor?
Vivienne Hann
11:57
or assistant or PA All the time, and you have to wear many hats with that, especially in our practice. I'm trying to think of how many people we have. We have one doing about six, seven, well, actually, and then you, you put our therapists in there, so we're talking maybe up to 15 people at a time and everybody is treated the same, but different. There's an approach to talking to somebody. I may talk to you, josh, differently than I would go and speak to Dr Charles.
Josh Fertel
12:25
Right.
Vivienne Hann
12:25
I know the way and that's you know that's all comes with time and skill is I know how to approach you People that try and think that they can approach every single person the same way. It doesn't work.
Josh Fertel
12:36
It doesn't. Oh, for sure, for sure. And I think that the thought process of somebody who's doing the providing as compared to somebody who's on staff, both equally as important in the business of the medicine, is different. Their thought processes are going to be different, so they have to be handled differently, absolutely. What is the thing that bothers you the most about that goes on in a practice?
Vivienne Hann
13:03
That bothers me the most, and I'm going to say this outside practices. Okay, I'm not going to say this in mind, because I think I've seen many things.
Josh Fertel
13:12
You've seen many, so that's why I asked that.
Vivienne Hann
13:14
I think, a lack of care, caring, not care as in quality, okay, but I'm just, we'll see the patients.
13:22
Okay, we'll see the patients and we see the patients and they probably get great care, but the care is not there, meaning the empathy is not there, the follow-up isn't there, the heartfelt I mean. We call people and I think I've spoke with you before on this topic that 90 some percent of our patients have our cell phone numbers. So that's nothing. People might say, oh, that's ridiculous, you shouldn't do that. But that's what sets us apart and that's what's always set me apart in my practices because you have access to me anytime. My staff have access to me. If a patient has an emergency, they have access to me.
13:58
And we do go above and beyond. If we have people that own major restaurants, major companies in Fort Lauderdale, they may call on a Saturday. They've hurt their back and the only time they can come in is a Sunday. We're not open Sundays, but you know what? You reach out and say, hey, I'm really hurting. We're going to open up the office and we're going to see you. That's wonderful, that's just how it is. And in turn, those people refer to us because they know the care is there and they know that it's not just the quality but it's also that we care, and that's the biggest piece, so I'm glad you spoke about referrals.
Josh Fertel
14:37
You're also involved in the marketing I am and how do you find? Obviously word of mouth is the best way. How do you find marketing of a practice? What are your thoughts about that?
Vivienne Hann
14:51
Well, it depends on the practice. Our practice we do personal injury. We don't like to say that we're a personal injury practice. Okay, it's about 35% of what we do. Could it be bigger? Absolutely, but we are a wellness practice, okay, where we aren't focused on okay, come on in, get your treatment. Goodbye, we're only seeing you 10 times. Again, there's many patients that their insurance is done, but we don't feel they're quite done, so we'll continue to see them.
15:19
That happens a lot, so we focus on the wellness of each individual patient. Now, as far as marketing, you're right. Word of mouth, uh, we have patients that if they get they've been in a car accident before they get re-injured in a car accident, first one, that they call their family members, their friends, all because of the care that they've had.
Josh Fertel
15:40
Yes.
Vivienne Hann
15:41
So in that avenue, absolutely Obviously, I'm involved in the community and a lot of different things. Our reputation already precedes itself in the community so that we can stand on that. It's not like we're one of these mills that run people in and out. As you see, we do Facebook, we do things like that, but mainly it's being out there in the community talking to people. Once I get people to come into my facility, and see the facility and meet everybody.
Josh Fertel
16:14
It's already done, so what kind of events do you go to?
Vivienne Hann
16:19
It really depends. Again. We do a lot of lunches with attorneys, other marketing firms, other medical offices, we use Encore Imaging a lot and we do a lot of things with them also in the community. It just depends on what it is the Chamber of Commerce, all kinds of different things, bni.
Josh Fertel
16:40
Right.
Vivienne Hann
16:41
Now you have to network.
Josh Fertel
16:42
Yes, let's take a break. Okay, we're going to come back. I want to kind of talk more about the business side.
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We're back with Vivienne Hann of Northridge Integrative Health. Vivienne, let's talk about the business side. Many people, when they think about their doctor, they think about a person who's living in a big house on the water, big boat in the backyard, and you and I both know that is not the truth, always the truth. No, it is a business. Uh, it's a small business, right, and needs to be treated as such. And you as the coo, right, that's your forte, that's what you're looking at. Dollars and cents wise, what do?
17:42
you look at on a day-to-day basis.
Vivienne Hann
17:45
Well, the first thing coming in and that's somewhat some of the way I came into Northridge was just looking at where sitting down with Dr Charles and where are you at now, where would you like to be? And the first thing you really look at is what is the value of each room?
18:03
And I put a value on the room the value of each room and that I put a value on the room. If Dr Charles is seeing a patient every 20 minutes, uh, my licensed massage therapists are seeing a patient every hour. What's the value of that room? What's the value of my nurse practitioner? What's the value of my SDT Every service? What's the value per hour of that room? What am I paying out for that hour? What am I taking in for that hour? What can I do to cut cost if needed but still keep the level of service at the quality that we want for our patients?
Josh Fertel
18:37
Is there a cost cutting that you see across the board when it comes to offices, that the expenses just need to be looked at?
Vivienne Hann
18:45
Yes, I mean I think that this is again my personal thing I see a lot of practices. I don't want to say waste money, but I see a lot of money spent on marketing right um, whether it be pins, pins are not cheap.
19:01
I know it sounds silly, but pins and mugs I have someone who probably brings me beautiful umbrellas. I have three or four umbrellas. I'm thinking those things have to be. I would rather put my money to what can I do for my patients, because my word of mouth is going to get out there anyways and I'm going to be at the office, rather than give you 10,000 pins or pads that you could scribble on those kinds of things and granted, I know offices like that, but to me I'm looking at dollars and cents. I think that some type of other usage for that money would be better.
Josh Fertel
19:35
I am so on board with that. But if you had to pick one promotional, item that you were going to give out. What would it be?
Vivienne Hann
19:46
We seem to really like the pins and they have to be specific pins. They can't be like the cheap pins they got to be like a third, right, a thicker one, and I'm like, oh my gosh. So I I don't want to knock it too much, because somebody might see this podcast and say I'm never bringing her pins again. We don't, literally don't ever have to buy pins at the office.
Josh Fertel
20:06
I remember that I used to love getting sticky notes but I don't even use them anymore.
Vivienne Hann
20:11
Right, exactly.
Josh Fertel
20:13
Don't. Don't call it my closet anymore.
Vivienne Hann
20:15
I write calendars and this I'm like oh my gosh, I'd like to have your marketing what you spend giving out for, just so.
Josh Fertel
20:22
yes, definitely he's been giving out for just so? Yes, definitely Once you. So once you've placed a dollar amount on each room. What's your next step?
Vivienne Hann
20:32
My next step is how do I maximize that? Well, obviously, you know you always work on reschedules, cancellations. Okay, that's always an issue in any practice, right, and do you enforce the 24 hour policy? Do you enforce the $50, 24 hours?
20:51
if you don't give us, yes, all those kinds of things and how does that feel to the patient and what does that look like? And you know all those things that you have to take into account. This patient's been with us a long time. I don't want to really do that Is this and, to be honest, if for our practice I know it doesn't work for everybody else's, but because of our relationships if a patient, if we run into a patient who chronically is calling and canceling a phone call from myself or Dr Charles saying, hey, this is, you're taking away from a patient who could really use this time and usually nips it in the bud. So we don't have a lot of that, but it is something I know a lot of. You know a lot of facilities, a lot of practices face.
Josh Fertel
21:32
Right, no, but that's I like that. That's good. That's good advice to anybody. Just make the phone call and say exactly hey, this is how we can.
Vivienne Hann
21:41
People don't want to people don't want to face it because they're like oh, it's uncomfortable to call somebody and say that they're going to get mad at me. Well, they're going to get mad at you when you charge their car at $50.
Josh Fertel
21:50
They're definitely going to call you then.
Vivienne Hann
21:52
Exactly. They might have signed the paperwork, but it could have been six months to a year ago. Who's going to remember that they signed it? Then they see that they're going to be more upset. So I rather the big thing is always being proactive so you don't have to go back and fix the problem. You've already taken care of it before it happened absolutely no, I like that.
Josh Fertel
22:13
Uh billing obviously is my, uh is my thing. How do you stay on top of it in your practice? How do you? I know you're not doing the day-to-day but you are at the you know the macro level, keeping an eye on things in the cash flow.
Vivienne Hann
22:28
Tell me what your day looks like as far as that well I'd like to say right people, right seats, right people tell me all the time oh my gosh, you're so good at what you do, I'm like, no, I'm only good. Who I surround myself with percent? That is definitely it, and I and I know when I have somebody good.
Josh Fertel
22:43
Right.
Vivienne Hann
22:44
And I can go in there and I do it all the time. I don't bring it up to each individual and say, hey, I'm going behind you and checking your work or anything. Yes, if I see something, I bring it, I'll say something. If I see it, I say it and I'll say, hey, you know, I noticed that we've been billing on Jack Smith and it looks like the insurance is paying only $30 and his copay is only 20. So we're not making what's going on here. You know, usually that doesn't happen because it's already caught or I'm going to find a note in the chart already saying that you know there's been a follow-up. But if there's not, then there's a discussion. You know we meet weekly, there's a discussion, we go through the accounts. Anything that I see over 120 days I look at because we bill out quickly, we write I should I shouldn't say that quickly. I like to bill out the same day, but our process is that the doctors like to come in once a week and get caught up on all their notes on.
23:41
Sundays.
Josh Fertel
23:42
That's a Sunday's.
Vivienne Hann
23:44
Sundays, so that's their day to get caught up. So our billing manager has to come in on Monday and thank goodness she's very fast and she can put everything in and get it out on that Monday. So there is a week period where I'd rather bill out each close out each day and do it. But again, I'm going to see what's going on when I do my audits, Gotcha.
Josh Fertel
24:04
Gotcha, when you're walking into a practice for the first time, with the experience that you have and let's say you were opening the doors on a brand new practice what are some of the first things that you would do?
Vivienne Hann
24:16
Obviously looking for the right fit. Okay, I think what I first look at are people that are aligned with the mission that I foresee for the practice.
Josh Fertel
24:27
Okay.
Vivienne Hann
24:27
And if I'm working with doctors, you know I'm not going to align myself with anybody, that I'm not and I don't have the same vision with.
24:36
So, what my vision is for the practice. I want to find somebody who's on the same page. It's the same alignment for that vision. That's the first thing I think. In my 100 years of hiring I've had a really good success rate. I'm blessed that there's not a lot of people that I've had to let go or terminate, and many of those people that I have had to have been when I've acquired a practice and we're redoing the practice. It just didn't mesh and those right, it just wasn't a fit any longer. So, starting out and and from there it's pulling everybody together.
25:11
What's the processes? Listening to what other people have done? Right, you know, a lot of times when you bring new people on, whether it be a billing manager, an office manager, they have their own unique experiences. So have you been in this situation before? What worked for you in this situation? I know what works for me, but can I take a twist? I always tell new staff coming on, the best idea are those of others and you change and make it your own, so you don't have to reinvent the wheel. So what wheel worked for you? Can that wheel work here with some of the things that I know, some of the things that you know Right. Where do you find?
Josh Fertel
25:45
these people.
Vivienne Hann
25:47
It. Just it depends. I mean, you go the regular, traditional route. You know you. A lot of times I reach out to other physicians, other providers, things like that. We had a young lady who wasn't when I came on with the practice wasn't a great fit. You know, I have one person now who does billing everything in the whole office and she really does what three people did before. But the other person wasn't a good fit, but we liked her, so it gives you that. Oh, what do you do? I like this person.
Josh Fertel
26:18
How'd you do?
Vivienne Hann
26:19
But we found her another position at another practice. So you know it's I don't want to say it was a trade-off, but it, you know we didn't want to. Just hey, you got to go to unemployment. It's that's not how we work. So obviously there's other practices and she was a great fit for that practice. Her skill level was perfect for that practice and what they needed, what we needed, required a different skill level and it was more cost efficient for us, sure, so it was a great model.
Josh Fertel
26:48
Okay, so now you take the practice that you're at with Dr Charles Mm-hmm. How do you bring that to the next level and what is the next level?
Vivienne Hann
26:57
What's the next level? Next level is expanding. No-transcript. We have had that discussion. We are in the midst of having that discussion. I like to think at his age, which he won't mind me sharing, at 50, he's still relatively young. So I got another 10, 15 years to get him in. You know 10 years for sure to get him where he needs to be to have everything happen. But if he had his way, he'd be on the bayou with a fishing pole.
Josh Fertel
27:52
That's his life dream and retire. So give me one of your best success stories, something that you put into place and it just took off past what you thought was going to happen.
Vivienne Hann
28:04
Oh my gosh, there's a lot of them. Um, wow, I think my own marketing and consulting. You know, I just kind of went moved to atlanta and I decided, you know, I'm going to start doing some marketing and consulting, okay, and again, I was just going to do a part time on the side where I was doing some other things and it just really took off to the point where I was able to hire many people to work on contracts and you know, I hired. I always say I hired me.
Josh Fertel
28:37
Right.
Vivienne Hann
28:38
I hired what I am for other people. Now People always say that I make other people's dreams come true, which is true. But I had that person that I knew I could go on vacation and they would carry out what I needed to carry out.
28:51
But I think that making that whole, the whole business come to fruition, taking it from just myself out there hustling and getting contracts- yes but standing on my reputation, standing on my follow-through yes as you know, there's many nights that you're up till one two o'clock in the morning solving an issue yes but you're going to make sure that that issue gets solved or you're going to be able to communicate. Communication again, to me is so important. If I can't solve your problem right away, what am I doing to get it solved Right?
Josh Fertel
29:24
If someone a practice wanted to find you for your expertise, how would they get in contact with?
Vivienne Hann
29:31
you. I also have a business. I do consulting business gliders. Okay, that way. Email. My email is my first name, my last name, v-i-v-i-e-n-n-e-h-a-n-n-1-2-3, at gmail.com.
Josh Fertel
29:53
Okay.
Vivienne Hann
29:54
And my cell phone number is 786-273-0149.
Josh Fertel
29:59
So I have one more question for you. Okay, if I had a magic wand, and I was able to, and I gave it to you and you can do anything you want with it. That would help you in your business or the practice that you manage, or anything in healthcare, what would you do with it?
Vivienne Hann
30:15
What would I do with it? Anything, anything, oh my gosh. Oh, I'd probably eradicate all the disease.
Josh Fertel
30:25
I mean, I know that sounds out of work, I mean yeah, I know, but it would be so wonderful.
Vivienne Hann
30:32
It would be wonderful. You know, I'd like to say gosh. There's so many different avenues streamlining the processes for patient care. You know, hospital processes there's. Gosh, I'd have to have like a couple ones.
Josh Fertel
30:46
Ultimately, it would be all about patient care. It would. That's a great answer, thank you. Thank you. I want to thank you for coming. I appreciate it. I knew that it would be a great interview. And I knew that you had a lot to bring to the table, so we were looking forward to this. Thank you, I knew that you had a lot to bring to the table, so we were looking forward to this.
Vivienne Hann
31:02
Thank you, and I hope that you'll come back Absolutely, absolutely Thank you.
Josh Fertel
31:06
Thank you for listening today. Please follow us on Facebook and LinkedIn, and you can check us out at theangrybiller.com.