Janet Dillione shares her compelling journey from success large company executive to bringing a startup to scale. Along the way, she gives solid advice to anyone looking to build their career in health technology. Hope you enjoy.
Bill Russell: 00:00 Welcome to this week in health it influence where we discussed the influence of technology on health with the people who are making it happen. We are the fastest growing podcasts in the health it space. My name is Bill Russell, recovering healthcare CIO and creator of this week in health it a set of podcasts and videos dedicated to developing the next generation of health it leaders. This podcast is brought to you by health lyrics need an executive coach that is dedicated to your success. That is run at $250 million budget and that’s six and a half billion dollar health system. Let’s talk, visit health lyrics.com to schedule your free consultation. If you’re enjoying the show, want to support our mission to develop the next generation of health leaders? There are five easy ways you do that. Share it with a peer, share it on social media, follow our social accounts, linkedin, Twitter, Youtube.
Bill Russell: 00:52 Continue to send me feedback questions, guest recommendations @billatthisweekinhealthit.com and subscribe to our newsletter. Uh, one last item. Uh, you know, here’s a question I get, you know, do you have anyone who’s invested in your, in your career? Uh, for many, the answer to that question is no, and that’s really not okay. We just launched this week health daily to invest in your career, daily videos that highlight conversations with industry leaders where I will make, take the conversation and make it pragmatic. Something that you can implement in your day to day, uh, answering the question of, so what, what does this mean to you? And, uh, so check it out. We just launched it this week. Check it out at this week in health it. Com slash daily to sign up. Uh, well, you know, one of the things I’m really excited about and doing this show is, uh, as we grow and as we increase exposure is I, I’m getting to meet some new and amazing people. Uh, today we’re joined by, uh, Janet Dillione who is, uh, who was referred to me by Carina Edwards. And, uh, I’m really excited to have this conversation. Good Morning Janet, and welcome to the show.
Janet Dillione: 01:56 Thank you. Thank you.
Bill Russell: 01:58 And actually you, you, you played golf with Corina. I just, so, uh, put you on the spot. But how did you guys play?
Janet Dillione: 02:04 Well, I’m committed. I’m in golf to mediocrity because I just don’t have enough time. I am an, I’m an ex college joc, so I didn’t as Corina was, she played soccer, I played basketball. So, you know, we both agreed that we don’t have enough time in our lives to be much better than fairly mediocre and able to hit the ball. So we had a great time. As I said, I’ll get us off the tee and down the fairway is going to bring us, on the green. And we are, we’re a great scrambled team. So that’s what we, that’s what we set for ourselves.
Bill Russell: 02:33 So if anybody’s looking for scramble partners in the next outing that you to, uh,
Janet Dillione: 02:39 yes, those car fives off the women’s teas, we are going to bring you birdies
Bill Russell: 02:46 and that’s, that’s a promise. So your, your career career journey is a pretty fantastic, um, you know, I’ll walk through just a couple of things here. The, uh, uh, CEO at Bernoulli enterprises, which was formerly a cardiopulmonary core. And it has since been acquired by a capsule. Are you still the CEO or have you
Janet Dillione: 03:06 no, no. Pass the baton over to a new CEO as the, uh, as, as the sale was completed. Yeah.
Bill Russell: 03:12 So came in in 2014, uh, completed the sale in 2019 and, uh, uh, as, as CEO. So we’ll get into that and talk a little bit about that. But you are an EBP at, uh, nuance. You’ve also Been at, um, let’s see at Siemens are, I’m sure there’s others I’m missing here, but, so Siemens nuance for newly, uh, any anywhere else.
Janet Dillione: 03:37 Jared medical started my career at SMS. Wow.
Bill Russell: 03:43 Um, yeah. And, and a graduate of Brown University. Wow. Alright. So is there, or is there any other accomplishments I should, I should highlight that I’m missing out on. I am the proud mother of two daughters. Well, that’s good. Are they also, are they at college,
Janet Dillione: 04:00 but they are out of college. They are launching their own paths and their careers. So,
Bill Russell: 04:05 yeah, that’s, that’s exciting. Um, you know, I, I usually start with a pretty open ended question. And this, I mean for you having just completed this sale and moving onto the next thing, I, it’s is probably pretty relevant, but you know, what are you working on today and what are you excited about?
Janet Dillione: 04:22 Um, I, you know, I, I have been spending probably about the last two months now since, um, you know, completing the work with Bernoulli really looking at what’s new. I find that, you know, with four separate companies, I find for some reason that I just enjoy change. Number one, I get through the change curve very quickly. I just, okay, let’s move. And, um, I like to do things that are very different. So I’ve had the good fortune to be in the EMR world. I’ve been in speech and natural language processing. The early days of AI, I was with realtime data and analytics with Bernoulli. So I’ve really gotten to see different things and I realized that that’s something that I like. So as I look at what next, what’s next? I am looking to, you know, look at some different areas of the ecosystem, most likely in the post acute kind of distributed care areas. Uh, number one, I love to solve problems, fix things as I like to say, leave it better than you found it. And I think there’s some really fascinating opportunities to do in that, you know, that ecosystem where the acute care entity is now passing that patient back out into the ecosystem. I think there’s really some great technologies, great platforms emerging to try and make that integration work. And that’s where I’m focusing quite frankly.
Bill Russell: 05:38 Well that’s exciting. I mean, or is there any specific problems in that area that, that are jumping out to you at this point?
Janet Dillione: 05:46 Um, I like, I’m, I’m always going to be oriented around a product, so whether it’s tech or tech enabled services, um, I am, you know, and have been through the whole things. I’m trying to avoid shiny objects. So I’m looking at at I there’s some differentiated tech out there that I think looks good. Um, but yeah, I’d like not, not, nothing is exactly specific at this point. There are some tough patient populations around behavioral and other aspects to me that are interesting. If you could really use health care technology to help to fix, uh, again to leave it better. I think those are, I have, I’m really passionate about having a mission when I go into something. So I’m gravitating towards those things. Again, targeting, I would say what I would call at needy, at risk unmet need patient populations.
Bill Russell: 06:38 So, uh, you know, it’s, I think your career is interesting in that you’ve been with, um, you know, you’ve been with private companies, large public companies, uh, you know, there’s one better than the other. Are you looking for one for, not are you looking for, but is one better than the other? Are you able to do more things in one versus another?
Janet Dillione: 06:56 It’s, I get that question a lot, I guess, cause it’s unusual. I mean, I was with no one, I was with SMS, we sold to Siemens, you know, a couple billion dollar sale we had, we had reached a billion nuance. We went from 370 to 930 million. Siemens was 1.2 billion inside of an $80 billion company. And then I went to Bernoulli, which was small, privately held. Um, so I think that better or not really depends on your personality and your passions. Um, I have consistently told people, I don’t know that I could have done small and private if I hadn’t learned what I did in the larger scale companies, uh, you learn scale, effect, you learn process. Um, you learn how to build things and put business frameworks in place so that you can grow and you can build resiliency. Having said that, there are some things that are easier at big, I number one I would say talent acquisition. Um, I, there wasn’t a phone call, I couldn’t get answered when I was with cds. Quite frankly, nuance and I could, you know, keep it almost, you know, self-regulate it talent acquisition, right? You had a name, had a brand. When you’re small, number one, it’s a, it’s a lot harder. You’re, you’re most likely a little bit salary constraint right now. You can use equity to try to do some things, but you only have so much equity to spread around. So I would say talent acquisition, um, is the biggest thing. And then the other thing, you have to be careful when you, a lot of people love to say, I’m an entrepreneur and I, I got that and I’m small and I want to do it right. But when you’re small and you sit at that in that chair, there’s no one to the left and there is no one to the right.
Janet Dillione: 08:36 I have to still be able to do it. Right. Um, you know, and I think that that’s a real, I had to learn that as I was hiring when I was in, when I went to a smaller company, but, so I would say talent acquisition and all attributes thereof are different. Having said that, with bigger, you get scale, um, with smaller you get speed from decision to action. Yeah. If you like that adrenaline rush, um, then you’re, you’re going to want to do that. Um, but the also, the thing you get in big, you’re usually have a larger portfolio. You have more natural leverage and risk mitigation. Every lever doesn’t have to click.
Bill Russell: 09:19 Yeah, there’s a, there, there’s a bunch of things in those small companies that you just, you in the large companies you sort of take for granted, you know, HR is going to have a policy manual and you come in and you go, oh, we have to Redo the policy. Maybe don’t just give that to HR. Well, you know, there is no HR there. There, there may not be legal council isn’t down the hall. Legal Counsel is, you know, third party outside there. There’s so much, there’s so many things that come with scale and things that if that’s the only place you’ve been to, you assume that are going to be there, that all of a sudden someone’s looking at you saying, oh, no, no, no, no. You have to do that or figure out how to get that done. So now one of the things that always interests me in terms of, you know, the large companies, Siemens you can make a phone call and, and get that meeting, but a lot of these smaller startups and uh, they, they don’t get to scale and they don’t get the scale because of the sales cycle so hard.
Bill Russell: 10:12 How, how, when you’re sort of an unknown, your, you’re sort of an unknown entity but you have a great solution. How do you get started? How do you, how do you get people’s attention
Janet Dillione: 10:22 that I think that you are on the crux of the hardest problem to solve as a small company. Um, and I think that there’s a, it’s part of the reason why a lot of the private money, PE money, VC money goes towards services and towards rev cycle because of the why the thing a small company has to answer just like a large one but harder when you’re small is why should you take my call? Why should you take my meeting? Um, and if you’re in the services or the rev cycle area, usually you have an ROI. You’re having to meet a regulation. So your why answer is a lot easier. Um, so I think in a small company, again, the most important thing you need to do is have a very, very compelling answer to that question. Why should someone take your call? Um, and if you don’t, you’re not going to get the call the second, the next thing you’re going to need, quite frankly, you need to find an you, you are an evangelist and you need to find a partner. You need to have a big health system, somebody, and this is where you’re using your Rolodex. You’re using trusted people that you’ve worked with over the years. Somebody who gives you that handout to get you started. You may have to do that as a CEO. That’s why you have boards, board advisors, you know, you need people to open those doors for you. But I’d say the hardest, the biggest, most important thing is why. Why should answer that question crisply? Why should someone take your call? Took me a while to figure that out. I don’t know.
Bill Russell: 11:46 I guess the other question I have is sales, sales or marketing. You know, you, you, you walked through those booths at Himss and wonder, you know, was this marketing dollars well spent because there’s, there’s so many and you can easily just blend into the background. Um, you know, should, should startups be focused more on that are more on sales. It sounds like you’re saying sales, it’s networking, it’s getting the conversations. It’s getting in front of people, not necessarily trying to build the brand per se.
Janet Dillione: 12:12 Well, I think when you’re very small, you know, your sub 10 million, you’ve got to get, you’ve got to get referenced customers. Yeah. That’s a sale. And quite frankly, you don’t have enough money. I mean, you know, I, I lived all this, right? I know I can’t afford Sean. I can’t afford conferences. I can’t, you’re really down in the grassroots and you need sales. Um, so like if you’re on a really restricted budget, I focus on sales. I’m focusing on more net new blue signs, right? More net new units. I’m focusing on the amount of, the size of a per unit order to keep that escalating. Fundamentals, fundamentals. The smaller you are, the more ridiculously focused you have to be on his fundamentals and sales trumps marketing.
Bill Russell: 12:56 So a CEO, a Bernoulli, what are you looking for in your team? What makes a, let’s say a good number two that’s going to be right there by your side that’s going to be able to help you to get things done. And what is, what does the core team really, what are you looking for in that core team?
Janet Dillione: 13:12 Well, I think that, you know, again, um, larger versus smaller in a larger environment, it’s, you know, kind of almost easier because structurally you probably are going to have a COO if you’ve got multiple lines of business and you’re in the hundreds of millions of dollars, the structural kind of get dictated. Um, but I think doing, you’re assembling your team, whether you’re large or small as a leader, I think the first thing you have to do is really be brutal with yourself and know your gaps. So, I mean, I’ve got strengths, but I’ve certainly got weaknesses. So you have to have people around the table that fill out those gaps. Um, so I think that that’s the first thing. And I think the second thing, uh, you know, your, everyone is not going to be equal in the team. I mean, as a CEO you are morally compelled have a succession plan because if you get hit by a bus, that ship has to keep going because people’s salaries are dependent on it.
Janet Dillione: 14:09 People are trying to feed families you. So whether or not you, you know, in a large company, I mean you’ve got a nine box and it’s written down and it’s logged and it’s faulted somewhere. There is a succession path. When you’re in a small company, you still have to have one or two people around the table that are so close to you that if you were gone, they could keep the ship moving. And I think the other thing is that those people that are close to you, whether it be one or two, they have to be close enough to all of the issues. Because when you’re managing things, you don’t always want to publicly talk about everything. Cash is a tough topic and when you’re small and trying to make payroll now and figuring out whether you’re going to have a four oh one match and all these other things, you need a couple of people around you are close and that can manage those operating levers out there with full transparency with them understanding what the business condition is. So whether it’s one person or two people, you’ve got to have some people inside of the senior management circle that are very close to you.
Bill Russell: 15:09 Right. So does the, because we’re small, do you end up being more tactical and focused in on those, uh, you know, Maslow’s hierarchy and those really low level needs of getting that first client and whatnot or, or do you, are there ways that you can elevate up to the strategic so that you can really look out in terms of where you’re going to go and what percentage of time do you sort of give to the pragmatic versus the strategic in the, uh, in the development of a company?
Janet Dillione: 15:37 I, I, it’s, I love your reference. I use Maslow’s hierarchy of needs all the time in terms of when you’re trying to get a product. I mean, you know, if a, you know, I can’t get a customer to self actualization if they’re trying to provide food and clothing, right? So in housing, so I think you have to understand where your product is and that occurred. But, um, you have to have a vision, you have to see a hill. And I think one of the easiest ways to do this is to have that from into context, right? Here’s where we are today. Here’s where we see the market moving. Here’s how our product is going to go there. So you have to have that framework, whether you’re talking to your board, to investors or just employees. So you need to have a pathway of where you’re headed. But then, yeah, you are ridiculously tactically focused. You need a pipeline, you need sales. And again, those sales are generating cash. Um, so tactical, consistent, uh, performance, you know, is going to drive and take much more of your frontal cortex than having the world’s flashy assessor tap strategy slides.
Bill Russell: 16:43 But you do spend time tactical is still having a very good website, having a good communication plan, having a good message. I mean that’s like foundational, critical, tactical things.
Janet Dillione: 16:55 Absolutely. That. But those are the direct that’s, those are the ways your in answering the questions of why should someone take your call.
Bill Russell: 17:01 Yeah. I hear people from time to time saying well I’m not going to waste my time on the website. I’m like well that’s, that’s, that’s, that’s like saying I’m not to,
Janet Dillione: 17:08 when I got to my last company, there was essentially no website and there was no marketing, um, because they very much believed and they did have a very, very, you know, they had strong technology and if the technology is strong they will come. And like I said, the guys, they will not come if they do not know who you are. We have to get the message out there. We have to build a brand. We have to get some market acknowledgement to be able to generate the sales that are needed to generate the cash. I mean, it becomes a self fulfilling prophecy.
Bill Russell: 17:39 Well you like change. So you’re probably in the right industry. So let’s, let’s, let’s flip over it and talk about the industry a little bit. Um, you know, there’s, there’s a whole lot of change. I want to start with regulatory. So you have a CMS onc rules, you have a 21st century cures TEFCA you have x, it seems like executive orders on a monthly basis that change the trajectory of things. Are there, are there any regulatory changes, uh, that you anticipate having a significant impact on healthcare and potentially an opportunity for, uh, for the next round of startups?
Janet Dillione: 18:16 Well, let’s put a little lens on it, right? So let’s, uh, you know, I’m, and let’s avoid that, which is political. So clearly, clearly the rag that would have the greatest impact is if someone said, let’s have a single payer system, right? That would be profound systemic impact. So let’s park that to the side. I mean, I think in terms of regulatory, you look at it through the lens of where are you in the ecosystem? Are you a provider or a payer, a vendor, you know, health it, farmer, whatever. And then I think there’s time, there’s a time horizon. So I think in terms of time in the near term all things reimbursement win, so if you are, if you’re in the very near term and you’re needing to prioritize investment money or you know, uh, strategies, CMS reimbursement regulations are going to go win.
Janet Dillione: 19:03 Um, and I think you’re seeing now that Washington is really understanding its market power. So you know, years ago all regs were only reimbursement, right? And the high tech act showed, you know, their work, you know, clinical assistants were moving at a snail’s space into the high tech act, legislative, clinical, it made a market. So I think in the near term and in terms of impact is the reimbursement regulations win over the midterm. That was, you look at in the mid term, what I see is, you know, healthcare is given, give or take, it’s, it’s the provider space is almost going to be 100% wired with and quote unquote automated, digitize whatever word you want to need, you use. And yet all of us in the market know that the market itself still remains dis-aggregated, colonized, competitive by, by data, competitive by data type. So when I look at the regulations, I think Tefca could potentially have the largest scale impact because in my career, all markets have done the same thing, which is they’ve gone from best of breed, best of cluster to the best of enterprise. In other words, integration TEFCA would essentially legislate integration. It, you know, keeps healthcare moving on the digital highway. It’s really synergistic with consumerism because it’ll, it’ll help patients that’ll help us navigate. It’ll help care coordination. Um, so I think that a, and quite frankly as a vendor or as a potential vendor or as a startup TEFCA would help open up that ecosystem. I mean, we all know, you know, people block competition, um, sometimes around data and participating in that. So I, I, you know, I think TEFCA has extraordinary complex issues to solve.
Bill Russell: 21:00 That’s sort of what I want to ask you. I mean, why do we have to legislate integration? Um, and I think I, you know, in, in, in my time as a CIO, I experienced this, you sit across from different people and you’re like, hey, you know, let’s look for the good of the community. Let’s share this data. And you get pushback. And I, I’d say, I don’t think people realize that you do get pushback. There is a competitive, uh, the, the competitive advantage of having the data, the competitive advantage of, of potentially not sharing the data, uh, still exists. I mean, do you, I sort of think that we do have to legislate this as a, is that sort of where you, you think we were falling down on this?
Janet Dillione: 21:41 Um, I, you know, I would love to. I think number one, it’s certainly better. I mean, I think that, uh, you know, CCD is in exchanging frameworks and data, data blocks of data, um, are, are fine. I think that what we’ve seen now is that with scale, the regional health systems have gotten so large. If you’re a patient inside of a large regional health system, you so look are getting protected because the health systems now so large and is probably on a single provider, you know, a vendor framework that it appears integrated. But when you have to leave that ecosystem go out elsewhere, do you see that? It’s still quite, uh, quite dis aggregated. So I do think legislation is most likely going to have to be required here because people still believe that data is their competitive advantage. And it’s not just in healthcare it, I mean, I spent the last years around Med tech, right? Real time data flying around the world. And there’s a lot of walls around that data that’s physiologic parameters that’s monitoring and surveillance in real time. So I, so I look at TEFCA and I, you know, and again, I think you and I probably have watched it over the years, like things fall short of expectation, but TEFCA could have a very, very systemic impact. And again, I think open the market for innovation, which I think is very difficult right now for small companies.
Bill Russell: 23:00 Yeah. You know, a couple of years back I was at JP Morgan and talking to a bond holder and they said, you know, the, the company, they define the floor for scale of a provider at about a two and a half, 3 billion. And they said, you know, if they’re not at that scale, their acquisition target, these regional providers that you were just referencing there, their, you know, 10 and some of them are $20 billion organizations now and um, you know, the, I mean they’re almost getting too big to fail. And quite frankly the bigger they get, they have scale but they, they move a little slower in on, on potentially the innovation side. Is there, is there a model on the horizon that could, that could challenge the way we deliver care today or upset or, or even nibble around the edges at it?
Janet Dillione: 23:49 Well, let’s talk about the scale in a couple of different perspectives. And one of them, I’m going to go back to a thing you kind of hinted at in that question, which is that scale has had an impact. So again, if I keep coming at this from the investor, the innovative side of this scale healthcare, and you’re right, I think now you have to default to their 10 billion, 10 to 20 billion. They, they, those processes that drive health care now look much more like fortune 100 companies because they are of that scale. So years ago as a vendor, I could make a sale at dinner, I could make a sale on a golf course that is so long gone. I mean that’s not necessarily bad for healthcare, but the buying per purchasing decisions are now part of large scale administrative processes and it’s simply is going to take longer.
Janet Dillione: 24:37 And I think that that an investor is going to have to be far more patient because the life cycle of a decision is much longer. Um, in terms of the scale effect, and will there be a change in the delivery process? I keep, I’ll go back to something that we’ve been talking about since I was at Siemens, which is that the, you know, the model of future hospital is going to be an ICU in terms of acuity. A medsearch today is the same acuity as I see used ICU used to be. So the hospital’s going to be ICU. Everybody’s going to be pushing that care be decentralized and distributed. And I think that you’re seeing that now, cvs and Aetna are trying to get in there, but you see it, I’m sure where you live, the regional health centers are gonna keep pushing care out into the communities.
Janet Dillione: 25:21 They’re going to have granted urgent, urgent care centers in those things. So, and I think value based care and cotton providers are now facing the decision. Am I going to put that community based care out there on, is that my p and l? Where am I going to subcontract that? Am I going to try to mitigate that risk and subcontract that? And this goes back to the old days of reimbursements and those things. But so I think distributed decentralized is going to be a theme when you talk about the model. Um, and that I, again, which begs the question of integration, which gets us back to is it integrated because it’s one vendor or is it integrated because it’s legislative through something like TEFCA. I think the other thing that I look at in terms of the way we deliver care, um, I think if I go back to the acute care setting, you know, we, we have another thing happening here, which is that the, because it’s an ICU, every admission is more complex than has more comorbidities, which requires higher levels of staffing, which would be great if there were infinite cash, infinite cash.
Janet Dillione: 26:28 Now plus there’s a shortage of doctors and nurses. Okay. So now we have an extreme gap in productivity. Well, again, I think this is where you learn from other verticals. There is only one way we address that productivity gap and that’s technology and automation. So I think your chrome sensors here comes real time sophisticated clinical surveillance across all acuity levels. Here comes a lot of remote surveillance with AI embedded, keeping track of patients across all acuities. So for those who that, you know, I, I do believe that that is absolutely a very real area where innovation and technology are going to have absolutely a dramatic impact cause it, it must have, did they get to sell
Bill Russell: 27:13 that? I mean that’s, I mean that’s an exciting feature that you paint. I know the last topic I really want to cover with you is a topic I hope we don’t have to talk about and you know, a year from now, but it seems like, uh, you know, every time I have someone, a female leader or a CEO, somebody who’s attained the levels within your organization and within your career. Um, I, I want to talk about this topic because it’s still such a, uh, I dunno, such a, a challenge today and you know, women represent a high percentage of the overall population, high percentage of the healthcare, uh, population in terms of employees and staff. Um, and I, I guess the open ended question and now to some more specific things is why, why are there so few women leading healthcare it, tech startups, just companies in general?
Janet Dillione: 28:07 Well, I would argue, my quick answer would be we look like every week we look like most other verticals. There just aren’t as many women in leadership positions. And I think that there are a couple of different reasons for that. You know, one is the process itself is self selecting. Um, and I think you see this especially in boards, which is a huge avenue to get leaders to drive leaders. Boards a lot of times are self selecting. Um, so if I’m at the board and you know who you typically run to reach out to, people who look like you who are like that network is, is close. So again, good board governance would say, open up that selection process, drive for diversity because if data shows says diversity, um, is a better thing for performance. Um, and I think that, you know, that’s, that’s just a long pole in the tent. But I also think women, quite frankly, you know, and I have been a part of this for my entire career. Women are getting better, but absolutely must get better at pulling each other forward. It’s just not as natural. We just don’t, you know, we joked about playing golf earlier. There’s a lot of informal ways that networks are built and business has done. And it doesn’t have to be on a golf course, but women must be better at pulling each other forward. They must, it’s a new, it’s a moral imperative.
Bill Russell: 29:35 Yeah. So, so let’s talk about that. So, um, you know, so, uh, there’s a, you know, a female listeners saying, I aspire to be c level. How do they get a leg up? How do they find a mentor? How do they get, what’s the right training? Um, how do they get bored exposure? I mean, what are the, how do they do that? What would you say to somebody? What would you say to my daughter, uh, today who is, um, uh, at about 25 years old in the industry saying, Hey, someday I want to get to that level.
Janet Dillione: 30:03 Well, my first guidance tonight, you know, I’ve mentored, mentored quite a few folks over the years. Many of them have been women. Um, and if they do say they want to aspire to senior management, I’ve constantly said the same thing. Get to a p and, l you will not get a seat at the table until you demonstrate. You can manage and grow p and l. So go into your teaching. I tell my daughters the same thing. I mean it’s, you know, a 25 year old, get somewhere where you can learn, be a sponge, must be self-learning, but then get into operational roles. Yet where you really learned the levers of the business, you’re going to, you know, some roles, you’re just too far removed from the fire. You want to aspire to the CSUITE, you want to run to the fire, you want to be part of solving that fire. So get to those operational roles. Get a p and l as early in your career as possible.
Bill Russell: 31:02 Yeah. And running turns shorts, the fires, the way to stand out. Um, you know, I had, I had a uh, person who I was at who reported into me, who I decided to mentor later, who kept coming into my office saying, what’s your biggest problem? I want to solve your biggest problem. And finally I’m like, fine, here’s my biggest problem. Go solve it. And he was able to move the ball forward pretty significantly. And I’m like, all right, I’m going to, I’m going to start mentoring this person and, and, and help them, help them to get there. Um, you know, it’s, it’s, um, managing a p and l is great. Uh, you know, how, how do they, mentoring is so key. It’s finding somebody who’s been where you want to go and developing those relationships are, are there specific areas that, that, um, are specific groups that you have found to be really good to have those interactions with, uh, people who have been successful, that have been where you want to go?
Janet Dillione: 32:04 I mean, I was fortunate in my career that I’m, I guess I came up in the days everything was so new. Nobody noticed if you were female, quite frankly, you could have been green or purple. It was just you have the aptitude, you know, do you get this? Can you get it done? Um, I, I think that ideally, ideally you find a mentor within the domain where you’re working, right? So that there is somebody in that senior leadership position, um, that can help guide you. I think if, you know, if that’s not possible then you’re to have to look harder and a little go into the industry groups and things. But places like himss or chime and send notes. I mean I, I it’s, I think people underestimate how much and how often most people want to help though. I always thought, don’t be bashful. Send the email, no ask for the meeting. People naturally will say yes.
Bill Russell: 33:07 Yeah. You have not because you ask not. Absolutely. You know, my, my uh, my uh, father-in-law’s living with us and he’s a 87 years old, but he used to work for Bethlehem steel and when they used to have this program, they, they’d hire these people out of universities like Brown and others and they bring these people in and they, they put them on this two year track and they served in every area. So they would serve in accounting and then they would serve in operations. Then they would serve. And literally they would, they would get that kind of exposure. If somebody is looking at their career. Do you, uh, recommend that kind of track to get a lot of operational experience across a lot of different things? Or do you, do you tell them to focus in on, on certain areas?
Janet Dillione: 33:49 It’s funny, I’m living as in real time with my own daughters. Um, I, I’m, I too grew up in a company like that. We would call it the club. When I was a, you know, becoming up the three when I was a vice president, we’d hired the class of and that class we walked, we rotated them very forcefully over two years to get them great exposure. I think you get that in scale companies, um, you know, large employers that are quite frankly known as good employers. Um, so I would also give, you know, again, I’m giving this to my daughters, get to companies that are known that they are good employers and that they grow their people. Um, I think that that’s, you know, a powerful thing to do. Um, and I think that if you’re, if you’re in your own company and you have scale, I mean I think that again, if you’re mentoring somebody, you are, you are getting them.
Janet Dillione: 34:36 You’re saying your, your next career move has to be blah, blah, blah. And they think, again, another thing that I’ve cautioned or mentored or consulted people with over the years is every move does not need to be vertical, right? I mean, some of course you want as much vertical as fast as possible, but sometimes it’s right to go horizontal to go get that gap in your knowledge filled that gap in your experience. It could be a global, it could be a global relocation to go learn. I mean, every move does not have to be vertical. And I think that’s a little bit of a myth out there. Um, which I also, you know, arguing people to get out of your comfort zone and go do something. Um, but there’s something in demonstrate that you can adapt quickly.
Bill Russell: 35:24 Well, Janet, thanks. Thanks for coming on the show. Fantastic conversation. Is there any way that people can follow you or anything you want to leave the listeners with?
Janet Dillione: 35:34 Yeah, um, I’m kind of in the transition myself, so I have at Gmail, so [email protected] Like I said, I’m happy to, uh, you know, I’m happy to talk to folks. I’m talking to a lot of folks right now myself, you know, seeing what opportunities are out there in the market. But, um, you know, I think the female thing is, is a very real thing. And I would ask my, uh, peers out there, we must help pull must help pull each other forward.
Bill Russell: 36:00 Absolutely. And a, and the role models need to keep coming on this show so that we can highlight, um, you know, just the amazing work that you guys are doing. I’m looking forward to seeing where you end up landing next and we’ll have to have you back on the show after that and, uh, hear about whatever new company or a new thing you’re going to be doing.
Janet Dillione: 36:20 That’d be great. That would be a lot of fun actually.
Bill Russell: 36:22 So. All right, so please come back every Friday for more great interviews with influencers. And don’t forget every Tuesday we take a look the news that it’s impacting health it. This show is a production of this week in healt it for more great content. You can check out our website at this week in health it.com or the youtube channel on our from our website. Thanks for listening. That’s all for now.
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