Mar 9, 2023
With the My Highmark app, Highmark is building a “digital front door” to a holistic customer experience.
The new season of Health Care Reinvented kicks off featuring the key team members that brought My Highmark to life. Hear from:
With one username and password, My Highmark provides seamless care navigation, shared care plans, virtual/digital health and cost transparency.
Learn how Highmark is being very intentional integrating solutions to achieve a simpler, smarter, more seamless system of health, coverage and care. Plus, get more insight on how Highmark worked hand-in-hand with League to build and deploy the app with future functions and capabilities planned.
Transcription:
Welcome to Healthcare reinvented, exploring the intersection of
healthcare and technology brought to you by Highmark, here are your
hosts, the Pittsburgh technology Council's Audrey Russo and
Jonathan Kersting. Audrey, I'm very excited to the new season of
healthcare reinvented has begun.
Yes, it does. We have a great cast of people here today and I'm
gonna be excited to my am excited to dive in and understand all
that they're working on. So there's a lot going on. I mean, we're
kicking off the new season with this episode, and we're gonna be
exploring how Highmark Health is creating a digital front door for
a truly holistic experience. And it's all powered by some really
cutting edge technology. We got a great set of guests hanging out
with us today we have Mick Malec, who's the CEO of ENGN, and he's
awesome, the enterprise technology Operations Officer at Highmark
Health, and we have Tracy Saula hanging out with us who is senior
vice president of product and health experience. And we have Naomi
Adams, who's a senior vice president of customer strategy and
Solutions Engineering at League, a partner that Highmark Health is
working with in this conversation today. So everyone, welcome to
the podcast. We're excited to explore this topic, Adrienne, I love
it, when technology and healthcare come right at each other and
create cool stuff. And that's what it's all about today.
Where should we start? Should maybe Mick you want to just set the
stage in terms of, you know, why, what, and start to frame it for
us?
Sure. The Highmark had a very distinct, crisp vision on how we
should utilize our provider assets or plan assets to deliver better
health care, more assertive health care, more follow up health
care, more directed healthcare, using technology and the digital
assets. And, you know, using everything that's in the cloud and the
right partner, so it is basically saying, how do we scale our
patient care using technology. And it's been an exciting ride so
far. So in that, you know, like any big company, Highmark was going
after the right partners and the right players, to help us get
there as fast as possible. And one of our partners, we went from
contracting in May, to live in January. So anybody who's used to
working with a big company realize that does take changes time
space continuum, yes. That so it's a very tight, tight coupling
between business that Tracy represents very well technology, which
is, of course, as we all know, landed the geeks, which I'm in
charge of, and then our partner for league that Naomi represents as
the that technology that puts all those pieces together and
representing that experience. For our very valuable members.
When I tell the story, you have to kind of go back to 2020 when
Highmark first introduced its living health strategy, and at the
time that we first introduced living health, it was really with our
recognition that health care is broken. And you know, the costs
continue to increase, the people are not getting healthier, despite
the increases in cost. And the two most important people in the
health care equation, people who are trying to care for their
health, and the clinicians who serve them, are probably the most
disenfranchised in the system. So it just fundamentally is broken.
And we set out to fix that that was really our ambitious living
health strategy. And it really was grounded in our version of the
Quadruple Aim, which is really starting with a better experience
for both people and the clinicians, leading to a higher level of
engagement, which leads to better outcome health outcomes, which
then leads to sustainable cost, right. So it was that that
equation. And within experience, it really is three things simple,
personalized, and proactive. And like that was sort of the backdrop
for our digital strategy. And then the timing of it's kind of
interesting, because remember, 2020 here, we were, right in the
middle of COVID. And all of a sudden, we got a little bit of help
from a crisis, right? Because people that weren't using virtual
care, people that maybe weren't engaging digitally, all of a sudden
the world had a real curve, right of where both healthcare and just
people in general created much more reliance on digital
interactions, and at the same time, became much more astute at what
they expect from digital experiences. And I would argue that the
work that we're intending to do with with our partner League and
and Google Cloud as well, is really riding that wave and saying, if
we are going to create a better experience more simple Personalized
and proactive. It's really through how do we extend the traditional
legacy way that we all engage in health where everything's
fragmented. You have different payers, providers, vendors, nobody
talks to each other data's in all these silos everywhere, to bring
it together in a way that, you know, the same way that we all do
shopping digitally, we do banking digitally. And it was designed in
a way that we like it, and it works for us. How do we bring that
same spirit to healthcare, and Naomi can certainly tell this story
is that league always says it's a perfect marriage of care, cloud
and CX customer experience, and bring that together in the service
of better health. And that's really the partnership that we have
with like, yeah, Naomi,talk about how that integrated this is fast
and furious, right?
Yeah. It's fast and furious. And we like fast and furious. I mean,
fundamentally, maybe, maybe I can just paint a little bit of a
picture of who league is for folks who don't know, yeah, give us
the background, the league we need to do. Yeah, so we're an eight
year old company. Seriously, we've raised around $200 million. So
well, well funded organization, really with a mission to empower
people with their health, we've been always focused on that
consumer experience in health care. And really what we spend time
on these days is building technology that we can partner with major
healthcare organizations like Highmark Health, to power experiences
for their end users. And we really come at it from the lens of the
consumer, our founders come from a sort of consumer background,
they previously launched, companies in the ebooks space. So they
used to, you know, launching products and technologies for for
millions and even billions of individuals actually. So that's
really the ethos, we think about the member every single day and
the individual every single day, and in the experience that we want
them to have that is consumer grade that is like, you know,
watching Netflix or banking or whatever else, that you know,
healthcare has been a little bit behind the curve. So it's actually
fantastic to be able to partner with Highmark bring our technology
to bear to what they're trying to accomplish. And the living health
model, you know, and see that that vision come come to life is, is
really exciting. So yeah, hopefully that helps explain a little bit
about it's wonderful to think, and this is to any of you, do you
think that COVID just exacerbated this, the need for this. Do you
think that that was was the impetus for this change, Naomi, from
your perspective on League, as well, as as from Highmark?
I think, you know, I think the change was probably coming. But it
definitely accelerated it. There's always that inflection point, my
actually prior to working in, in health technology, I worked in
financial services, and, you know, kind of came into some of that
during the financial crisis and 2000 2008. And, you know, that also
kind of pushed, you know, financial services into where it is
today. And so, yeah, from my vantage point, absolutely, I think
people really understood that there's other ways to manage their
health. And actually, that kind of omni channel experience that you
can enable, is also really powerful digital has a super important
role to play. But it needs to be useful for the individual, you
know, there has been a lot of proliferation of point solutions in
the market, to help individuals manage their health, but it's
always a little bit more siloed in terms of a particular condition
area, or solving a particular problem. And, you know, I think what
high marks vision, which we've helped to bring to life is, you
know, kind of taking that more holistic approach to making sure
that, you know, it's easy for an individual to navigate and manage
their health digitally. And you know, how that touches into the
real world as well. I don't know, Tracy, and Mick, how are you?
I mean, I can add, and then Mickey can certainly give your point of
view, if you look at the trends, digital and virtual health
existed, you know, not many years before the pandemic. But it
really wasn't until the pandemic that you saw this surge in usage,
right, it was it was, you know, when people's clinicians said, Hey,
trust me, we can care for you virtually. And we can, you know, we
can do this, it'll work. And, you know, in many ways, even with
seniors, you know, when you think about seniors, and digital, you
know, seniors actually have more time to engage digitally through
the pandemic, you know, many seniors didn't want to leave their
houses. So they became much, much more savvy. So it really did take
something that was a crisis. And as it relates to digital health
allowed us to really accelerate progress in a way that I don't know
that we would have been able to accelerate progress. Otherwise, I
know that's Mick to weigh in on this because he thinks about it
more from the vendor perspective. But because people expect more
from their digital experiences, they expect it to be easy. See,
they expect it to be something that doesn't make their life harder,
if you will, pre pandemic, all these vendors that were providing
digital health point solutions, you know, I only care for diabetes,
I only care for weight management. If you're trying to manage your
health digitally, you might have been talking to 12 different apps,
12 different companies. And they were able to, I don't want to say
get away with that. But in a post pandemic, world, people aren't
having that. Right. And I think, you know, MIT, the thing that I
find interesting is, that means those vendors have to engage with
us and transact with us digitally differently so that we can create
a consistent experience. And we've seen a shift in how they're
willing to work with us, and their enablement of those experiences.
So I think maybe you can probably speak to that more than
anybody.
Yeah, I can say we have made up for lost time. We, you know, the
COVID was a catalyst for us to have to deliver differently,
communicate differently, as an organization, like any big, long
standing health plan, a lot of legacy systems, a lot of legacy
data. And it's not an easy path to digitize all that enabled
another way. So the best I can say it in supporting the
organization, we have quickly become very data oriented in the
cloud, very data oriented digitally. Also, there's been some tough
lessons with some vendors. You know, as I always say, there's these
wonderful brochures that we all get about very handsome men and
women with best scopes, and, you know, beautiful little lab coats.
And when you start to talk to them, they're like, rubbing two
sticks together to make technology fire. So we've gotten a lot of
that to that, you know, the vetting process is critical. Because,
you know, we all know this, everybody stuff works great in
PowerPoint. Oh, it's his executing just fine. And when he get here,
it's like, well, I didn't mean right now, right now, like the guy
that comes to paint your house. A lot of lessons on solid criteria,
solid vendors. And, you know, one thing about high mark is, once we
have a good idea, we stick to it. Now, we might have bumps in the
road, but sticking to it. If you don't, you'll never have anything
in the end. So we stuck to it, and we're better for it. So, you
know, to me, it's we've made up for lost time. And we are much more
astute on the pieces and parts that make up the cloud.
Mick, I love your your brutal honesty on that, because I'm glad you
brought that up because it because it goes to show these are not
easy things to do that, yes, the surfaces seem like it's, you know,
PowerPoint works seamlessly when you see it. But of course, in real
life, it takes a lot more to make it happen. I'm just I think
Audrey and I have always admired how Highmark has really engaged
with technology and use an outside vendors like League and like
Google, as you mentioned, just curious more about your thoughts on
working with with with League and what's made them such a good
partner, in order to get this my Highmark app, you know, I'll take
a crack at it and turn it to say, Tracy, that's a great question.
That's the best question I've had all day. All right, I'm hitting
it now I'm feeling good, that the word I'm going to use is
seamless. They are as committed to customer success as Highmark is.
So when you're in the thick of battle, and you're putting up two
new digital properties from scratch, you know, it's gonna have its
moments and so no one cared about the badge, what company do you
have a chart center or the dog ate my homework when most of us
don't even have a dog. So it was all one team pulling together. So
in the middle of it, all we cared about was giving value to the
company, and getting that stuff out there for the member. So it was
seamless from a delivery standpoint, a business standpoint, and IT
support standpoint. And once again, it got down to we as a
collective team needed to deliver. That being said, I'll turn it
over to my most awesome business partner, Tracy. So clearly, you
know, cultural alignment between partners. And I would argue, just
we had such we had and have such an aligned point of view of what a
good digital experience and health needs to be. And we aren't
willing to waver from that. And I think that you know, and I'm very
culturally aligned on what that vision is that we're striving for.
And what that honestly means is that there are many, many, many
players in the healthcare ecosystem. But there's a small group of
players who are like minded, like us who want to be part of the
kind of thing that we're doing, right? Because it's very
integrated. It isn't about any one vendor, it's about the customer.
And it's about how all of that how all of that comes together and
service of the customer. And I think you know, how we work
together. And the fact that we have the shared vision is what
enabled us to go very quickly. Together as we've kind of moved
towards delivery of our first product. We obviously have a I got
more to do on that product as we advanced the ball going forward.
But it is a shared commitment to, we aren't willing to settle for
something less, because the people that engage in health are only
ever going to engage the way that will benefit them in the way that
we hope they will if we put them at the center and design around
them, not around us and our business interests, or the interests
around every partner. And when it comes to when it comes to
administrative parts of health, like finding a doctor, or paying a
bill, or what does something cost, you know, those are some of the
just basic problems, we're trying to solve the plague all of us and
health. But when you go to how we deliver health, and you think
about this model, that kind of interplays between, I engage
sometimes in person and I engage sometimes virtually and digitally.
It's really about trying to think about and leveraging all of our
clinician advisors and partners in this work, when you go in to see
your doctor, and he's your primary care doc, or He's a specialist
or she's a specialist, they look at you as the whole person, they
don't look at you and say, I'm just looking at your ear because you
have an earache, or I'm just looking at your knee because you're
you have knee pain, they have your whole health picture. The only
way that digital health succeeds, is if we look at a purse at
person digitally the same way that we would, which means it isn't
just you in the moment that you're a diabetic or you in the moment
that you have knee pain, you have all of those things as a human.
So digital health done, right starts to think about the person the
same way that their clinician does when they're sitting in front of
them office. And that's kind of a guiding principle for that the
clinical part of what we're working. So Mick in terms of the
technology piece, just at the high level, are you leveraging
machine learning and artificial intelligence in terms of
cumulatively working towards individualizing this experience for
each person?
I would say yes, you know, as we all know, very soon, data will be
the currency of the realm. So yes, we have some study, there are
tools from our partners, things called next best action, which is
simulate saying, you know, if you cut yourself or you sliced off
your foot, we should probably deal with your foot first. So we
should probably take care of that. So there, that's one of the
engines that we're using along a many others. But to keep that
nuclear reactor going, it's going to be data, data data. So there's
the excitement about standing up something new in it, but frankly,
it is exciting. But to keep it going is more and more data for more
and more use cases to do more and more diagnostics. And that's
where rom were on the quest for data like that movie back quest for
fire. So, you know, it's all about the data and how we can use it
in much different ways.
So hey, man, can I so one of the things I want to add, so even
going live with our very first iteration, and what seven months of
this product, it was super important that we bring a level of
personalization. So you know, Mick talked about the cloud data, and
the advanced analytics, you know, the artificial intelligence and
machine learning being more predictive. Even when we went live, we
had about 20 different use cases where we were personalizing nudges
for people based on their health needs. So you know, kind of
understanding that as you're in this digital experience, we
understand a health need that you might have, and how do we provide
personalized nudges, information, things that, you know, we might
want to point you to? Or how do we get you engaged in a certain
thing that you don't typically see in a health plan member portal
like that is that is kind of novel for a health plan member portal.
And I would argue, with a lot of the work we're doing to continue
to improve our analytic capabilities. In the future, it won't just
be We understand your health needs, your existing and emerging
health needs, but we also understand your preferences. And how do
we bring together your preferences and your needs to really curate
kind of recommendations for you, or journeys for you or suggestions
for you that that work? Good for you. So that's a lot of the work
that we're doing leveraging our data with advanced analytics.
So do you imagine that at some point, I'm just taking it out all
the way to the to beyond what you're doing now? Do you imagine that
biometric real time information about Jonathan is going to be
available in this? Is that part of future?
Yeah, already from the lens of like, wearable devices? That's,
that's already part of what we're working on. And you know, all of
the data that we collect from a member as they interact with the
experience is mapped to a fire data record. So that's kind of have
aligned to, you know, interoperable healthcare standards. And, you
know, can be combined with all of the data that Highmark obviously
has already on a member in terms of the claims that they have,
which is really where a lot of that kind of ml comes in to have
that entire picture of an individual to drive those
personalizations and recommendations that then, you know, show up
in the experience for an individual. But yeah, you know, devices
absolutely important. Already, we have wearables, I think, I'm not
sure exactly where, you know, Tracy in the future, but there's, you
know, there's the possibility, add in, or to consume that data in
real time, and then play back to the individual in real time as
well, you know, nudges are important in the moment, right? It's not
so you know, it's it's not important if you get it kind of later,
and you know, by the time you get a nudge about something to do
with your health that that thing has passed, especially if you're
thinking about it, like an acute situation, for example. So I don't
know, Tracy, I'll make if you'd add anything on there,
I'll just add an example of a use case that we would have right now
is, so if somebody has a wearable, and it's tied to a health
solution that, you know, we're offering, you know, not only do are
we able to say to the person, hey, you're eligible for this digital
health solution based on information we know about you. And let's
enroll you into that health solution, let's create a single sign on
experience. So you can engage in that health solution right through
my hierarchy, instead of having to go somewhere else. And then we
get the data feedback, right? We can even say, hey, you've got this
wearable device, and you haven't paired it for two weeks, we're
going to remind you that you should pair the wearable device. So
even out of the gate, we're starting to do more of that kind of
connecting you see the data kind of going back and forth between
the experiences in a way that even our early use cases are
leveraging.
And I think that timing is interesting, particularly for those
people that have adopted biometrics early as early adopters, that
that there. Were waiting for that, right? I mean, we don't know it,
but as I listened to you, I say, Oh, I'm really wait, I'm ready for
that. Right. That's both predictive and preventative, and
infrastructure.
Yeah, for sure. And preventative is like a really important word
there, right, you know, knowing and anticipating what does someone
need to do to manage their health and kind of getting that in front
of them before? You know, it kind of turns into a chronic condition
down the line is like, it's just so important. For all of us, you
know, when I think it's Yeah, and data's data is extremely helpful
to, you know, to support and making sure people understand, you
know, what are the things I can be doing for myself, you know, my
age, in my situation with my family health, with my specific, you
know, biometric data, you know, to prevent, you know, future health
issues down the line.
As Mick said, it's all about the data and more data and more data,
keep feeding that machine. Are there any customers that are they
get worried about the amount of data that's being collected? And
obviously, you know, there's such care that's put around
maintaining the integrity of the data and keeping it, you know,
completely confidential? Can we talk about some of those issues,
that'd be I think, kind of fascinating to explore.
So data, so this, this is kind of like Fight Club. The first rule
of security is you don't talk about security. That's the way I can
put it. So I would say that Highmark, like any responsible
organization is very, very attuned to all the compliance. Our major
partners are also tuned to itself things like high trust and a sock
verifications, we take very seriously. So if anything, Highmark
will always err on the side of extreme caution. So you know, we
have sandbox environments that don't have any data. We have other
environments that have de identified data, then we have the
sacrosanct, None shall pass picture of Monty Python, Holy Grail,
None shall pass that lockstep production data. So you know, we have
all these different areas, and we in all sincerity, no kidding, we
obsess around all that. So yeah, there is I would say, there is an
acknowledgement from our partners that we have it and they validate
that we have the right controls for it, and we do the right things
with it.
Yeah, and I would say as a as, you know, a smaller company, but you
know, growing quickly in the space, we take it extremely seriously
as league as well, because it is like, you know, it could be
company ending if there was a, you know, a security incident. It's
just like, it is so important. And it's important to ensure that,
you know, we're working with, you know, amazing organizations like
Highmark Health who do have really high standards. We love that. We
love that because it pushes us to make sure that we're you know,
operating With the highest level of standards as well, from a
security perspective, I mean, there is nothing more important than
making sure someone's personal health information is secure. I
think it's like critical to, you know, to being in this space,
because no one else makes me excited, my mind is just spinning
because I'm thinking of all the applications here. And we talked
about preventative, predictive, etc. But I think about all the
social determinants, right of health and maternal health, and, you
know, all the things that really came to light during COVID, you
know, in terms of successful interventions and access, etc. That
piece is exciting to me as well, because I would imagine that you
could really harness some of your tools in a preventative mode, as
well as tracking in tandem, to help and understand what those
interventions are. part of your strategy.
Yes, it most definitely is, you know, one of the things that we're
doing, you know, out of the gate is we have a, an a social
determinant assessment that Highmark has developed that, you know,
obviously, the, the world through looking at zip codes and
demographics can infer social determinant needs of a population.
But if you want a more precise level of social determinant needs
Highmark, a number of years ago developed an assessment, where you
know, if a person is engaging with a clinician, or there's a
variety of channels through which we can collect this data, and
then leverage it to help connect people to the right kinds of
support services, solutions, interventions that they may need or
find benefit for. And one of the ways that we are using our new,
you know, app and web experience, my high mark is as a collection
mechanism for that data. So for example, we have a diabetes
solution, I was talking about that earlier, as part of that
Diabetes Solution, we are running that assessment and collecting
that information on the people who are engaging. So it allows us to
take that data and use it to help connect those people to the
right, the right solutions, the right places, so very much. So that
is part of our because we our strategy is very much so that health
is physical, and mental and social. And you can't care for a
person's physical health without thinking of their mental and their
social health. So all of that is very balanced in our model that we
continue to evolve.
So this will be push as what as well as pull, right? Okay. And so
and this will be MC, this will be on my iPhone, it will be on my
Android. It'll be, you know, ubiquitous that way. Yeah, Tracy and
Naomi can speak volumes of, you know, understanding what a patient
care what it would take care of a patient needs. And having him go
do that care is critically different. So, you know, this is all
about, hey, we have determined this or you went and got an
appointment. And this has been determined. Now we need to guide
you, where do you go? What do you ask for? What do you do when he
come back? So we got to get you from where you're at back to
healthy? And so this is that full engagement model? If you have
multiple conditions? Well, let's manage that for you. Let's make
sure that you understand. So it really is exciting as heck. I mean,
we're all humans. And, you know, unless something really starts to
get hurting or bad, we're like, oh, I'll just rub some dirt on it.
It'll be fine tomorrow, you know, that doesn't really work with
kidney diseases I found out so you know, there's a limit here on
how much dirt you can rub. So this is really saying, we're not just
here to you know, watch things, we're here to help things and
that's a fundamental difference.
On the on the on the data part of this show, if you think about
health, right, digital health, and we're spending a lot of time
talking about that digital engagement vehicle, but we still have
very traditional care management, you know, programs that tend to
be very telephonic, you know, programs, who also have people
engaging with their clinicians, a lot of the data that we are
ingesting and collecting through the My Highmark experience, we are
looking at sharing with providers, we are looking at sharing with
our care management and our customer service teams so that no
matter how a person engages, even if they're not engaging
digitally, when they go to their provider, our hope is that we've
taken data that was previously siloed we've ingested it through a
better mousetrap, generated insights out of it and provided it to
people's clinician so that when they show up there, they have a
better picture of the person whose health they are trying to care
for because people care for their health through a variety of
channels. And all of that data, historically wasn't always
available to the clinician who was caring for them at the time, as
well as care managers. You know that at Highmark or other customer
service reps, so there's a lot of work that MC and team are doing
on the back end as they if we collect all of this data into the
centralized store, and we create insights from it, how does it go
to all of these different places, whether it is epic, whether it is
our care management platform, you know, and then that's a lot of
the back end, Mickey, you certainly can talk about the technical
complexities of doing that. But that is also a big part of the work
that we're doing.
Yeah, that's, that's a great point. And since we have such a heavy
partnership with Allegheny, of course, you know, it's a matter of,
you have to be able to place information in the EMR that is useful
to the physician, not a distraction, not a commercial. And it
because they can get overwhelmed with it, and every physician will
tell you, you know, gosh, I'm more time on epic than I am doing
what I went to school for. So we have to be very careful that while
we are excited, and we talk about data, we have to be very careful
in how to orchestrate that data and tour. It's useful. And so Tracy
brings a good point, as much it is about digital. Eventually, it
all gets to the doctor and the patient having a conversation. So
how do we empower that physician to have the best information? They
can make sense of it? And so that is an art form? That's not a
science yet. Would you not agree Naomi? And Tracy, that's kind of
an art. I agree.
Yeah, same thing, in terms of the patient, right? Because you're
educating me as a patient, to start to think about things very
differently so that when I come in, or I have a telehealth
appointment, I'm armed better, right I have, I have a better
understanding. And if you keep reinforcing that with me, that'll be
part of my persona, in terms of how I interact.
And let me give you a great example of how this all connects. I'm
going to use diabetes. Again, just because I've been on a roll of
diabetes, it's easy to stick with the same example. If you would go
back two years, and you would say there's a digital Diabetes
Solution that a person is engaging in, chances are it's a
standalone app, it might be something that's covered by their plan,
but it's a standalone app, the doctor that they might see their
primary care physician wouldn't have no idea that that that that
person was eligible for that solution, it was part of their
insurance benefits, they certainly didn't know how to sign them up
for it. And they got no but data back. So you know, what we're
doing now. And some of this is still being introduced throughout
this calendar year is, you know, for Diabetes Solution, not only do
we have that available through our my Highmark experience where the
person has a single sign on, but we have built a smart on fire app
that goes right into the clinicians workflow in epic, that was
designed by clinicians, for clinicians, that at the point of care,
says, hey, this person sitting in front of you is eligible for this
Diabetes Solution, hit this button, and you have an easy button to
enroll them right in their workflow. So they don't have to leave
their workflow. They don't have to go somewhere else. It isn't hard
from before them, they can hit that. But they hit that button, it
all comes back and the person gets enrolled. And then guess what
else we do on the back end? Once the person is engaging, we are now
building the data feedback loop to those clinicians. So not only
did I as a clinician hit that button and enroll my patient, I'm
also getting data feedback to say, hey, they're using this
solution, here's what they're doing. Here's how their a one C
levels look. So creating that closed loop. So in all, it's the
heart, it's the my Highmark experience, it's the data. It's the
analytics, it's sharing the data back to the clinicians and
building those interoperable tools that enable us to do that. So
it's, it's a variety of things that all kind of culminate with that
experience. But it's all of that technology coming together in a
pretty cool way. That breaks down the barriers and the silos.
You guys have to be having just a ton of fun. And I mean to simplify, but the idea that you're working on these things that are so powerful, and can do so possibly impact someone's care and their quality of life. And you're using some bleeding edge technology with companies like weed out there to make this happen. It kind of It blows my mind a little bit. I'm just thinking you gotta be having a good time. Am I right? When I say that? Well, I'll start. Yes, we are because up until a couple of weeks ago, I thought smart on fire was a heavy metal band. So I'm learning very quickly here. We're adapting we're growing as individuals. I tried to look it up online and couldn't find it to go take more more technology. We are having fun. I mean, honest to goodness, because this is just so different than anything else we've done culturally for high markets embracing a new way. We're working in Sprint's working very rapidly where a lot of the the paperwork and bureaucracy has been knocked out of the way so it's a difference in how we go We're about delivering these things we're doing that's as exciting as anything else you know any big company of course will have its processes and you know much like some movies badges Jonathan We don't need no stinking badges!