May 28, 2021: What are consumers looking for from health systems today and how has it evolved from what it was just a few years ago? Kris Nessa is the Enterprise Director Customer Success at Dell Medical School at The University of Texas at Austin. They help provide enterprise wide innovative success for their customers where technology, information, operations and business intersect. Their mission is to advance the care and health of communities and patients globally. What is the internal customer experiencing in healthcare today? What technologies, regulations and business operations are impacting patient care the most? What can data deliver to the existing care provider team to advance the experience on that side of the equation? And what skills do you need in your team to develop an innovative culture amongst your staff?
A Foundation for Customer Success with Kris Nessa from Dell Medical School
Episode 409: Transcript – May 28, 2021
This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
[00:00:00] Bill Russell: [00:00:00] Thanks for joining us on This Week in Health IT influence. My name is Bill Russell, former healthcare CIO for 16 hospital system and creator of This Week in Health IT, a channel dedicated to keeping health IT staff current and engaged.
[00:00:17]Today we are joined by Kris Nessa. She’s the Enterprise Director of Customer Success at the Dell Medical School at University of Texas at Austin. Special thanks to our influence show sponsors Sirius Healthcare and Health [00:00:30] Lyrics for choosing to invest in our mission to develop the next generation of health IT leaders. If you want to be a part of our mission, you can become a show sponsor as well. The first step is to send an email to [email protected]
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[00:01:50]All right. Today we are joined by Kris Nessa. She’s the Enterprise Director of Customer Success at the Dell Medical School at University of Texas at Austin. [00:02:00] Good morning, Chris. Welcome to the show.
[00:02:02] Kris Nessa: [00:02:02] Good morning Bill. Thanks for having me.
[00:02:04] Bill Russell: [00:02:04] Well I’m looking forward to this conversation. First of all, from a title standpoint, it’s an awesome title and we’ll get into what that means and whatnot, but just in our short conversation here, we realized we have a lot of connections over, over our history. And I didn’t realize you had lived in the town where I currently live.
[00:02:22] You worked with Sarah Richardson who’s been on the show a couple of times. Obviously now you work with Aaron who’s been on the show a couple of times [00:02:30] and is a phenomenal guest . What a small community the healthcare world really is.
[00:02:36] Kris Nessa: [00:02:36] It is, it is, I would completely agree. And it’s funny how a lot of our pads always intersect and it’s like family. Especially in health care IT you know. And family moves around the country or you’re at a new health care system or like, Oh, I used to be there, things like that. And it’s always funny.
[00:02:53]Bill Russell: [00:02:53] This is why I’m looking forward to getting back together eventually you know, the conferences and whatnot t o make those connections. [00:03:00] Those connections are a lot of fun. All right. So I usually start the interview by asking you to share about your health system, but since Aaron was just on shared about the health system and whatnot, I’m going to just go ahead and refer people to that episode. If they’re interested in about UT Dell school of medicine it really is a fascinating place doing some amazing innovative things.
[00:03:19]It’s really a great organization and obviously what goes on at the university of Texas impacts the world. So let’s just dive right in. Let’s start with the job title [00:03:30] enterprise director of customer success. Give us an idea of what that role entails.
[00:03:34]Kris Nessa: [00:03:34] One of my colleagues and I, her and I joked back and forth on how she owns the back of the house and I own the front of the house at Dell.
[00:03:41]So virtually almost every entry point, whether it be clinical operations, clinical applications, informatics finance and even the patients most importantly, I own that experience. I own the success of it. Some key words usually are a [00:04:00] translator. So being able to understand what it is we’re trying to do from a business standpoint, clinically operational understand the clinical workflow and able to design, translate it back into it, and maybe at a more granular technical level for some of our it counterparts, but then also take the information that we have in it that might be too technical for a physician or nurse, or even someone in finance to understand, and maybe change the language, change it back out so [00:04:30] that I can communicate it back out. So driving success for our business and being proactive about it.
[00:04:37] Bill Russell: [00:04:37] You got to love when the KPI is in the job title, customer success. Right, right. There it is. We’re going to dive into this a little bit. It’s really fascinating, but before we get there, you’ve had a lot of interesting roles.
[00:04:49] You’ve been at Cleveland clinic, Cerner. You’ve been here at MCH. Talk about the work that you did at those various places and how it prepared you for this role.
[00:04:56]Kris Nessa: [00:04:56] That’s such a great question. And I [00:05:00] honestly am very blessed and grateful for the path that’s led me here. And I really feel that it has equipped me the entire way.
[00:05:07]I cannot think Cerner enough. I think it’s a great. Breeding ground and Epic is very similar to. To be inside of either Cerner or Epic as a healthcare consultant early in your career. And to get that training from either of those companies, I think really equips you to go work with any healthcare system and have [00:05:30] a workflow conversation with any nurse or physician.
[00:05:34] Even in the world because both companies are global. So the training as a consultant at Cerner the product development years that I had there. So I can actually have a conversation even with vendors and discuss Hey. So in my years at Cerner, when we were developing products, you know, we kind of went through this and we had these conversations.
[00:05:54] I know technically you guys should be able to do this. Haven’t you thought of this Savina we’ll have product development [00:06:00] conversations. Being able to work at customer sites, things like that. All of those were afforded to me at Cerner. So I worked at NCH while I was at Cerner. I met Sarah Richardson, worked with her for her as the CIO down there.
[00:06:14]Like I said, it really equipped me for that next level. And that next level was going from a publicly traded EHR company over to a world renowned hospital system, the Cleveland clinic. And when I was there at the Cleveland clinic, I got the opportunity to work with ed [00:06:30] marks and to actually get under his wing and see what it’s like to work for the nonprofit global healthcare entity and what it takes t o run an IT department, right? We’re in the middle of building out, standing up the London hospital while I was there. And that, is a great experience that I don’t think everybody gets afforded.
[00:06:50]Bill Russell: [00:06:50] So working at Cleveland clinic. That was like a, a relaxing time for you. I’d imagine. Not a lot going on. Plus working for Ed. Ed is pretty much known as one of those [00:07:00] laid back. CIO’s he doesn’t, you know, doesn’t have a lot of things that he wants to get done in any I’m sorry. People don’t know my sarcasm. I mean, Cleveland clinic has different stuff all over the place. And Ed has such a driving personality in terms of, he wants to get to the future and just, you know, moves as quickly as they possibly could move.
[00:07:20]That would be, I what’d you learn from Ed and the short time that you were, you were with Ed?
[00:07:24]Kris Nessa: [00:07:24] You know the key aspects there, like I mentioned a global company, so I was right there [00:07:30] when we were building out London and what it was going to look like as a, a playbook from an IT perspective.
[00:07:35] So, you know, we’ve got hospitals all around the globe now. And how is it that we are going to ensure that they are world-class right. Innovative that when you go there as a patient, you get the Cleveland clinic experience. regardless. Right. And what does that experience look like? So building out a playbook, building out a global IT infrastructure, how are we going to maintain it?
[00:07:57] How are we going to innovate? How are we going to deploy new things? What [00:08:00] if we’ve got some differences in global countries, state regional governance and how that impacts that’s from like an EHR build-out Some of our vendors could not operate operationally, had their product overseas, because you’ve got all of those regulations in London and England that you don’t have in United States.
[00:08:24] So there’s a lot of great business skills that I learned from Ed and how to run [00:08:30] it globally.
[00:08:31]Bill Russell: [00:08:31] Gosh, I could ask you a bunch of questions there, but let’s focus in a little bit on UT and the Dell medical school. I love your LinkedIn profile. says this providing enterprise wide innovation success for our customers, both internal and external, where technology, information, operations, and business intersect. The liaison and glue that combines these intersections for all parties to advance the care and health of our community and patients globally. [00:09:00] And I read that and there’s a couple of things that jump out, but specifically, where do, where do you think we’re seeing technology, information, operations and the business of healthcare intersect right now at this moment in history?
[00:09:13]Kris Nessa: [00:09:13] That is a great question. And if anything, the pandemic has even exposed some of these things, right? I always talk about. Like I have this soap box when I think of healthcare and I’m in a business that cause you you’re a patient, [00:09:30] I’m a patient, right. We’re all patients. But we sometimes forget about that. The business of healthcare is a business that none of us think about using until we actually are forced to use it.
[00:09:39] Right. Until our family members are, til our child, is there. And when we are there and when we were living it and breathing it, it is one of those experiences that we expect world-class care. The intersection right now, and what the pandemic I feel has really exposed is telehealth, destination health. How can you care for people [00:10:00] while they’re at home?
[00:10:01] And a lot of the opportunities that we have there. There is no shortage of technology and innovation and things that are used in other business pillars in the world that we should be using in healthcare. We’ve always just been slow to adopt. I just, I really think that there’s a lot of opportunities.
[00:10:16] We also have exposed where maybe some patients don’t have the means to use some of the infrastructure. So part of our community, maybe doesn’t have good high-speed internet to have that telehealth visit. So how do I, as a [00:10:30] healthcare provider organization enable my community so I can actually can care for them while they’re at home and that they have the best means for recovery and success. So we have that duality people can go pay for specialized destination healthcare, and then we also are supporting that the community that maybe doesn’t have it. And how do we then get back to that balance of gaining some of the revenue and things from here to share it over here so that we can help, help everyone.
[00:11:00] [00:11:00] Bill Russell: [00:11:00] Yeah, I love those four things, technology, information, operations, business of healthcare. And the only other one I’d probably add is regulatory. Because no matter what you do in healthcare, you always have to look over your shoulder and go, is this within the framework of what we’re supposed to be doing, I guess.
[00:11:14]Let’s go one step further. Let’s talk about the consumer and the customer of healthcare. Whats the consumer looking for from a health system today and how has that evolved, in maybe just the last few years, or maybe since the start of the pandemic?
[00:11:26]Kris Nessa: [00:11:26] We’re looking for the best of the best when we need it. Right. Similar to what we [00:11:30] just discussed. I don’t necessarily want to be in a hospital, but when I’m there and I need care, I want it to be world-class all the time. I also want ease of access and maybe more recovery time at home.
[00:11:40]And what’s interesting is some of the talks of price transparency, right? She mentioned how our government, how our policies impact us and we want the best care for our money. Right. But that is a very complex web as well where it’s not just price transparency from a health organization. So if we expose [00:12:00] our prices and what it costs for a colonoscopy. That’s just our price, but you need to factor in what your insurance is at that moment and what it is that actually might be out of pocket for you as a patient.
[00:12:12] So I really think it’s using technology again that’s used in a lot of other industries, whether it b e going to the airport, being able to quickly order something, Uber eats, things at home. And how do we incorporate a lot of those pieces into concierge healthcare [00:12:30] for all of us today?
[00:12:32]Bill Russell: [00:12:32] I think it’s interesting that patients want to recover it at home, but during the pandemi a lot of us experienced care being delivered from home. And it wasn’t just those of us who are well and didn’t want to go to a needy and whatnot who starts to use telehealth, it’s also some of the chronic care patients that early on in the pandemic, we had to figure out how to care for them in their home.
[00:12:58] How do you see the home [00:13:00] really emerging as a locus of care as a I don’t know, as a choice for consumers over maybe the traditional approaches that they’ve been taking.
[00:13:09]Kris Nessa: [00:13:09] And I could be mistaken but I think there’s been research over the past years on how especially patients with chronic conditions, how their recovery at home, they actually might have a better chance of recovering and, or be on a better path for health. And think it’s just very obvious and transparent. Like why wouldn’t we utilize that? [00:13:30] And it’s an interesting business discussion, especially when you have it internally in your own business, because we’re used to standing up hospitals, we’re used to standing up urgent care centers and a lot of brick and mortar things.
[00:13:41] Right. But those things cost a lot of money. And if we all could just pause and think through our business a little bit, and I know we’re trying to play catch up, we’re trying to get reimbursement models in place with the payers to pay us back for telehealth, pay us back for some home [00:14:00] health and we’re going to get there.
[00:14:02] It just might be slower than what we all desire. But back to if we rethink our own business and the cost that it takes to stand up brick and mortar, why wouldn’t we t ake a chance think innovatively and ship a wifi router network box or whatever, to somebody who has poor wifi at home just to enable their home, to do some of the basic bare minimum needs.
[00:14:29] We [00:14:30] could ship them a video camera. Those things are low costs. We could ship them a bunch of patient monitoring, things that are again, low costs. And just monitor them at home, feed the data in we’ve got our, we’ve all got our EHR. We can use all of our research and our modeling. We can take their data, model it, and we can start providing care remotely.
[00:14:53]It is it’s low cost it’s innovation, and it’s just, how do we get paid? But [00:15:00] on top of that, the patient should be able, should be on a path to recovery. That’s better than before.
[00:15:06] Bill Russell: [00:15:06] Yeah. I agree with you. I, especially, if the outcomes, you know, if research supports the outcomes, being better for people to convalesce a moment and to receive care home. It seems obvious, but the other thing I think it will be interesting, as a CIO, I used to get these things says, you know, how many beds do you have? And, you know, you count the beds and you add them in there and you go, that’s when the beds we have. I think it will be interesting to answer that question today and coming out of the pandemic. We have a [00:15:30] thousand beds, inpatient beds.
[00:15:31] We have a couple of, you know, different kinds of long-term care beds. And we have 5,000 beds in the community. And it’s because it’s just a new paradigm of saying, Hey, we can deliver care wherever you want to receive care. And we can deliver care in your home. And we’ve just added 5,000 beds to the university of Texas medical center.
[00:15:51]And we didn’t put a single shovel in the ground because those beds already existed in our community. You make a really interesting point about that. Talk to [00:16:00] me about the consumer, because one of the things, your role, I love your role and we’re seeing them pop up in different places.
[00:16:05] And one of the things that I really value from the role is you have a way of really gathering the voice of the customer. And give us an idea as you’re trying to guide the efforts of, of the health system, how do you gather the voice of the customer? How do you understand what they’re looking for and what would help them to navigate their care better?
[00:16:26]Kris Nessa: [00:16:26] I ask them,
[00:16:33] [00:16:30] Bill Russell: [00:16:33] How do you, how do you ask them? You just go door to door and Hey, what do you want from UT medical center?
[00:16:39] Kris Nessa: [00:16:39] No, it’s a great question. I didn’t mean to be about it.
[00:16:46] Bill Russell: [00:16:46] That is the right answer. At some point you got to ask them, but how do you do it?
[00:16:51] Kris Nessa: [00:16:51] No it is. And it’s one of the pillars that I live by, even in my position.
[00:16:56] So whether it be the patient customer or like my clinical operations [00:17:00] customer, it’s having the conversation and just asking, being honest. When it comes to patients, one of the things that we were doing at the Cleveland clinic which I think could be, and I think it is adopted by several other systems, too is we had patient forums. We actually invited a patient group to come in and give us feedback. And we had a few patient leaders that actually coordinated the group and they would meet monthly. They would come onsite or we would [00:17:30] do it via Zoom things like that. And we would ask them questions. So, Hey.
[00:17:36]Here’s our new rollout for the Cleveland clinic, mobile application. We deployed X, Y, and Z. Take a look. What do you like about it? What don’t you like about what can we improve? And they were patients of various conditions, ages and they could even volunteer themselves. So we targeted some patients and some of the patients who came on themselves, I [00:18:00] think it’s just back to my core values. Being transparent, open and honest. So invite the patients in welcome the feedback. And even those onesy twosies, if it’s a patient complaining about something, you need to hear it because there is an opportunity there, regardless of the ones that are no, everything’s great. It’s working fine. None of us are perfect. We all know we can improve somehow,
[00:18:24] Bill Russell: [00:18:24] Yeah. I tell people, the, which fuels me doing this as I get the emails and say, Hey, you’re doing a great [00:18:30] job. Really appreciate it. Learn this, learn this, learn this. But the other thing that feels is the people every now and then shoot me a note and say, Hey, you know, you, you can do this better.
[00:18:38] And that better because that, that, that tells us what our consumer is looking for. That we may or may not be meeting. Now, in some cases, we look at it and say, well, that’s not really our core business. And they should really getting that from somebody else. But but I love your, your point of you got to listen to them.
[00:18:56] You got to figure out talk about your internal [00:19:00] customer. How are the internal customers, the clinicians, the care providers, how are they experiencing healthcare today?
[00:19:07]Kris Nessa: [00:19:07] I think a lot of the impact of regulations, especially recently, 21st Century Cures Act, things like that. It’s creating this interesting dynamic imbalance between what we have technologically, what our vendors are developing, releasing, what their roadmap looks like and what is the responsibility [00:19:30] of operations and clinicians.
[00:19:32] And we’ve had a lot of great conversations recently on, on that mixture. The re. The transparency, the information blocking and how maybe a physician needs to be a little more cognizant of what they write in their note versus does the EMR have this capability to release this note? Is it automatically releasing it?
[00:19:52] Do we have the control of internal processes, again, core business values and what is, what it is, where you want [00:20:00] to become as a business and navigating some of those processes are impacting them. I think the go fast, go fast with something and get it deployed and meet the needs of our customers versus our business strategy versus the pandemic and the money and revenue.
[00:20:15]Everything that’s happened in this past year has really shaken up all of us. I think, as an industry, it made us reevaluate a lot, especially for our internal customer. So it is a great question. The last thing right now [00:20:30] to holding, holding our vendors accountable. So maximizing what it is we already have from a value perspective, because again, in this past year, we’ve all felt some shifts and impacts in various ways.
[00:20:44] So knowing that maybe I can’t go make a purchase that I intended to make. How do I pivot. And utilize what I have in house already, but work with that vendor, maybe a little more strategically and maximize that relationship in that value with that vendor to [00:21:00] achieve the goals that we’re still trying to achieve.
[00:21:02]Bill Russell: [00:21:02] Yeah. The pandemic created a sense of urgency that I don’t recall. I mean, I’m sure somebody can point it out and in memory, but I don’t recall us moving that quickly. I mean, clearly in different areas, cross country, we had two, four hurricanes or. Our disaster response and those kinds of things, but this level of impact across all of healthcare globally, I was going to say across the nation, but [00:21:30] globally of everyone moving and having to adapt and change things, the nature of responding that rapidly does that continue post pandemic?
[00:21:39] Do we continue at that pace? Have we created a new norm for how quickly we can move in healthcare. Cause I don’t think we moved that quickly prior to the pandemic. It’s phenomenal how quickly we’ve been able to respond and move during the pandemic. But does that pace? Is that now a part of our [00:22:00] culture?
[00:22:00] Are we now able to maintain that pace or is that going to be too much? Too much change too quickly to the organization. Is there a certain amount of burnout that comes with that?
[00:22:10]Kris Nessa: [00:22:10] Hmm, that’s a really good, great question. When you were asking it, I was thinking about my history and I’m like, I have moved at this pace prior to the pandemic, so is it really new?
[00:22:20]Those years. Like in Cerner and even at the Cleveland clinic prior to the pandemic I left the Cleveland clinic right at the start of COVID [00:22:30] to join UT however, working at Cerner, we would rapidly develop and innovate and, and work with some of our strategic partners. Ascension Tenant, things like that and rapidly prototype and develop and get something in motion.
[00:22:44] So we worked at that fast pace at the Cleveland clinic. We worked at that fast pace there as well to meet the strategic needs and goals of our organization and our patient. I think for the organizations who maybe haven’t moved that fast [00:23:00] before thi s probably does create a new dynamic. The, hopefully it also created that trust between CEO, CFO, COO CIO, that they could all work together, trust each other, and they could rapidly move that fast together as an organization.
[00:23:18] So I do think some will pivot and do this, but it comes down to the relationships and that trust together as an organization to continue to do it. There might be some [00:23:30] organizations who could shy away because during that rapid development and deployment, they maybe learn some things, something didn’t go quite right, and somebody could have suffered the impact of, Oh no, we deployed this.
[00:23:48] It didn’t work. It kind of made us look bad. But hopefully they can pivot and change.
[00:23:52] Bill Russell: [00:23:52] From a technology and data perspective? What are clinicians excited about that they’re going to be able to do [00:24:00] as a result of new technology or new methods around data and data delivery. What are you hearing that they’re talking about at this time?
[00:24:08]Kris Nessa: [00:24:08] I do think a lot of it points to telehealth being a more standard thing. I was amazed that some clinicians weren’t really using telehealth before because telehealth has been around for a long time. There’s been, you know, communities, organizations stood up for over a decade discussing it, but some just never really embraced it or the organization didn’t [00:24:30] embrace it.
[00:24:30] So I really do feel that telehealth. It’s here to stay from a long-term perspective. And is it way to reduce costs? Another thing, which we’ve been talking about home health, trying to care for the patient from a remote standpoint is a very exciting and intriguing thing for a lot of our clinicians. And how do we expand on that? Especially from a primary care perspective, if I’m responsible for the patient holistically and in the community, how can I do [00:25:00] this at a low, low costs, a bit more innovatively and remotely. And other thing is the data. Again, we are deep into several decades now of electronic health records and using other applications to meet the holistic workflow of the patient and being able to own that data.
[00:25:21] And now pivot to how do we use it effectively for research algorithms projecting, predicting a [00:25:30] patient’s health and how do we successfully proactivel y have that conversation with that patient and show them if you continue on this trend here, here’s what it looks like. And here’s how we can go together to maybe mitigate some things ahead of time that we couldn’t years ago.
[00:25:47] So the data I think is going to be very, very powerful in this next five, 10 years.
[00:25:54] Bill Russell: [00:25:54] No I agree data has the possibility and the potential to really change how we [00:26:00] deliver care, especially as the tools get more sophisticated. If you could change one thing in healthcare, this is the proverbial magic wand question.
[00:26:07] What’s, the one thing that you’d like to see change to enable better healthcare in the communities that you serve at UT?
[00:26:13]Kris Nessa: [00:26:13] The magic wand . The thing I’ve learned over the years, it’s never black. It’s never white. The balance is truly the best path to gray. And man everything affects all of us from a health perspective, how much money I have in my bank account, what [00:26:30] I’m eating, what I’m ordering, the relationships I have. And I really think it’s my core engineering skills. Technology is getting cheaper all the time.
[00:26:42] And how can I as a health organization, deploy cheap technology to my community, to enable them to have the best possible entry access to me whenever they need me and to deliver world-class health. [00:27:00] It’s there. We just, we just need to partner and use it and enable our community, build up our community so that they can access us and see us whenever possible.
[00:27:11] Bill Russell: [00:27:11] Yeah. Yeah. Utilizing technology to improve access and actually I liked the fact that you said inexpensive technology, cause there’s a lot of really good solutions out there that are not all that a pricey to implement. You know, I actually, as we were talking, I was thinking, what’s the [00:27:30] makeup of your team?
[00:27:30] Like what, I mean, we talked about what your role is as customer success. Do you have a team of people that you work with that work within the organization and what does that team look like? And what’s the makeup in terms of skills or backgrounds?
[00:27:43]Kris Nessa: [00:27:43] Yeah. From a bare bones, old school IT perspective, I’ve got the front of the house, the desktop team, clinical applications, clinical informatics, help desk. Those things all report up to me and the [00:28:00] makeup of the team, really from a skill perspective, innovative problem solving. Being able to communicate efficiently and effectively. As I said, having the conversations and taking what we talk about internally and translating them out, but also taking things from the business perspective and bringing them in the willingness to learn and problem solve the desire to make something better.
[00:28:25]Nothing is ever perfect. So how do we innovate on this and make it [00:28:30] better? And just that balance between an honest conversation, being transparent. So sitting down with the physician, they want something done because it’s broken and I need it done right now. So sit down, have that conversation with them, understand the true workflow and what the problem is.
[00:28:53] Why is it so urgent and be honest? Okay, you need this done today. Here’s what I [00:29:00] can do today. It’s going to take this a, B and C. However, if you give me 48 hours, I can maybe give you the ENF. So honesty, transparency.
[00:29:13] Bill Russell: [00:29:13] Well, I, you actually last question here. You’ve been on the Cerner on the consulting side, you’ve been. Now with two world-class organizations I actually on their staff working, but you know, for those people who are coming out of college, trying to [00:29:30] figure this out, you know, which I mean can compare and contrast those two being on the consulting side, being, being inside the organization.
[00:29:38]Kris Nessa: [00:29:38] Wow. That I’ve had a lot of conversations over the years about that.
[00:29:45] And. I do think there is a lot of value that you can get by joining an Epic healthcare system or an Epic system and a Cerner system out of college. Even gaining a few years of experience, [00:30:00] getting those core consulting skills, how to communicate with your customer and then going out to a health care organization.
[00:30:07]And there is a lot of value starting out at a healthcare organization and understanding that deep business and the structure of, that organization. I really feel if you want the best whole round skills, you. You can work at both. You can, right?
[00:30:28] Bill Russell: [00:30:28] No, I, I spent an awful [00:30:30] lot of time in the consulting world and the thing I, I think when I’m talking to college kids and I’ll say, look it’s a paid job hopping because you get to go from this health system to this health system, to this also from this, you get the experience in a year of being with six health systems because you’ve worked on projects at all, all six.
[00:30:51] Now you may not. Okay. It’s a different type of experience, but still you get to interact with those organizations. So it’s paid job hopping. Whereas when you go [00:31:00] into a healthcare facility, I like the words, I like the concept that you gave, which you, you really get to become a part of the team that is working on specific problems for that community.
[00:31:13] You get a lot deeper. You get to really move things forwar d in a different way than you do as a consultant. As a consultant, you sort of fly in, you work on a problem, you fix a problem, you get something, if it, and you go out and a lot of times you don’t even get to see the, fruit of that or the [00:31:30] fruition of those projects.
[00:31:31] Whereas when you’re with a health system, you can really see moving things in a community over a long period of time. It’s, really kind of interesting. And you were with Cerner for how long.
[00:31:42] Kris Nessa: [00:31:42] I was with Cerner for almost 14 years.
[00:31:45] Bill Russell: [00:31:45] Wow. So you’ve worked with a fair number of health systems then
[00:31:48] Kris Nessa: [00:31:48] I did. So at Cerner, I did consulting for three to four years. And then the majority of the time I was in IP, so product development. So I was [00:32:00] actually developing, designing the products that our customers and clients were using. And then at the end of Cerner, I was in this niche role. That was one of my favorites.
[00:32:10] I was running what we called an innovation Institute. So I got to. Basically run my own company from start to finish and be innovative and develop products on the fly. Use them at our hospital, but also use them out everywhere else. But to your point, during my three to four years of consulting at Cerner, I [00:32:30] had 18 client go lives.
[00:32:33] That’s 18 different health systems that I took live on a Cerner product that you don’t get that in the course of your normal healthcare career, to do that. And to your point, I was learning tidbits and yes, you kind of fly in, fly out, but you get to work with them and design and you get to see a little bit of each of the organization and you get to see some trends and a little bit of differences.
[00:32:57] The cure point and then when you go out to like [00:33:00] a Cleveland Clinic and you dive deep into that organization, you learn some of the things that you didn’t see when you were a consultant, but then you also get a little confirmation of some of the things that you saw were the same. It’s like, Oh, We all kind of are the same or I’m having some of the same conversations that I had with this other healthcare organizations.
[00:33:22] So it kind of helps to affirm. I think it’s a solidified some of the core skills to be a better global healthcare [00:33:30] leader. And to give you some confidence, I think.
[00:33:32] Bill Russell: [00:33:32] Yeah, absolutely. Well Kris, thanks. It’s great to meet you and thanks for coming on the show. I really appreciate it. Great experience. And I look forward to staying in touch. Hopefully we’ll see each other at an event sometime in the near future. We’ll see. See if that
[00:33:45] Kris Nessa: [00:33:45] I hope so too. Oh, gosh, I can’t wait for those to start back up.
[00:33:49] Bill Russell: [00:33:49] Me too. Thanks again. Appreciate your time.
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