business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Discovering the right product is a vital part of a product development process. To do that effectively best product teams use a Product Discovery process. It answers the question of what product to build. Done right it helps you build products customers would love.
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, Security, NSIN, NSA, cybersecurity, Joe Felter, ATO, DOD
How to Get a Job as a Product Manager by Airbnb Product LeadProduct School
Curious about what companies are looking for when hiring Product Managers? Companies may have different approaches as to what they place more emphasis on. However, there are some fundamental core values & skill sets that are clearly evaluated when talking to prospective candidates. Angeli Jain from Airbnb talked through some core skill sets a Product Manager is evaluated on and how to assess your own skill set to determine company fit.
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
How to Effectively Onboard as a Product Manager by LinkedIn PMProduct School
The document outlines tips for effectively onboarding as a product manager from a LinkedIn product manager. It discusses why onboarding is important, introduces the "3 P's of Onboarding" which are product, process, and people. It provides examples for each P and recommends creating a 30-60-90 day plan to prioritize getting up to speed on the product, processes, and relationships. The plan should be shared with managers and partners to set expectations and checked in on weekly.
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Discovering the right product is a vital part of a product development process. To do that effectively best product teams use a Product Discovery process. It answers the question of what product to build. Done right it helps you build products customers would love.
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, Security, NSIN, NSA, cybersecurity, Joe Felter, ATO, DOD
How to Get a Job as a Product Manager by Airbnb Product LeadProduct School
Curious about what companies are looking for when hiring Product Managers? Companies may have different approaches as to what they place more emphasis on. However, there are some fundamental core values & skill sets that are clearly evaluated when talking to prospective candidates. Angeli Jain from Airbnb talked through some core skill sets a Product Manager is evaluated on and how to assess your own skill set to determine company fit.
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
How to Effectively Onboard as a Product Manager by LinkedIn PMProduct School
The document outlines tips for effectively onboarding as a product manager from a LinkedIn product manager. It discusses why onboarding is important, introduces the "3 P's of Onboarding" which are product, process, and people. It provides examples for each P and recommends creating a 30-60-90 day plan to prioritize getting up to speed on the product, processes, and relationships. The plan should be shared with managers and partners to set expectations and checked in on weekly.
The document provides an overview of the Lean LaunchPad class, which teaches an evidence-based approach to entrepreneurship. Some key points:
1) The class focuses on helping student teams search for a repeatable and scalable business model through customer development and agile development, rather than writing static business plans.
2) Students summarize their business model hypotheses using the Business Model Canvas framework and then test those hypotheses by getting customer feedback on minimum viable products.
3) The class emphasizes an iterative process of testing assumptions, getting customer input, and making adjustments to ideas that aren't working - rather than the conventional approach of developing a full product before customer testing.
GPredictive uses predictive analytics to optimize marketing campaigns. Their software computes individual customer probabilities of purchase and selects only those customers with a positive ROI to include in campaigns. This maximizes marketing efficiency and revenues. They have raised €2.5M in funding and are growing rapidly, signing one new customer per week. They plan to expand sales teams in the US and EU in 2016 and raise a Series B of €10M.
This document discusses continuous product improvement using a Product Kata framework. It introduces the Kata concept and shows how it can be applied to product management. Key aspects covered include establishing goals and target conditions, measuring current performance, experimenting through incremental changes, and reviewing progress regularly. Examples are provided around a goal of making sellers more self-sufficient by reducing office calls. The document advocates applying Kata principles systematically as part of daily work, like Toyota's approach to continuous improvement.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The document provides an overview of an Agile Basics presentation. It includes an agenda that covers why Agile is used, popular Agile implementations like Scrum and Extreme Programming, and the landscape of Agile adoption. It also discusses benefits of Agile like releasing working software frequently and collaborating with customers, as well as common Agile practices.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
A pitch deck is a brief presentation providing your audience a quick overview of your business. With regards to startups, founders are pitching for funding from angel investors and VCs. This can occur at various stages, but typically happens when cash becomes a constraint to your growth. The deck is a vehicle to either get to the first meeting or a follow-up to an interested investor. These slides are my advice on what early stage startups should consider to include when pitching to investors.
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
The ART of Value Streams: Determining Paths of Value Through Value Streams Wo...Cprime
The concept of a Value Stream is fundamental to SAFe and how to optimally organize your Teams, ARTs, and Solution trains. In fact, there’s a Value Stream Workshop that’s intended to help organizations identify their Value Streams, prioritize them, and ultimately decide where to start to launch your first ART. While determining the paths to value for your business may, on the surface, appear to be very easy, I can assure you that it’s an “”ART”” (pun intended)--not a science--to clearly identify and articulate them.
In this presentation, Ken France, SAI SAFe Fellow, explores ways in which to prep for a successful Value Stream Workshop, as well as what you should expect when you try to run your first one. He provides examples from real workshops and provides some practical advice on how to make sure you come out with something concrete and actionable.
Learning Objectives and Key Takeaways:
**How to prep for a Value Stream Workshop **Tips/tricks for facilitating a Value Stream Workshop **Real examples of Value Streams from different contexts
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
How to Focus On the Problem, Not the Solution by Spotify PMProduct School
Main takeaways:
-The five why’s - a tried-and-true method to effectively uncover user needs.
-Leveraging the JTBD framework - what are your customers trying to accomplish?
-How do you know you’ve solved the problem? Defining success metrics with your customers from the beginning.
This document discusses the key elements of product strategy including the product vision, business strategy, product owner role, product discovery and development processes, and necessary skills. It emphasizes establishing a clear product vision and roadmap aligned to business goals, prioritizing the product backlog, and continuously refining the strategy based on performance and market changes. The product owner is responsible for leading the product strategy and working with stakeholders and teams to implement it through the agile development process. A variety of strategic, tactical, leadership, and user-focused skills are needed to effectively manage the product from vision to delivery.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides 3 key points:
1) The PCMH model emphasizes primary care-led, coordinated, and comprehensive care centered around the patient. It aims to improve access, outcomes and reduce costs through care coordination and an emphasis on prevention.
2) Studies show PCMH interventions can reduce hospital and ER use by over 30% each and lower total costs by 9% while maintaining or improving outcomes.
3) Successful PCMH models require health IT and data sharing to facilitate care coordination, population health management, and quality improvement. They also rely on payment reforms that appropriately recognize the added value of the medical
The document provides an overview of the Lean LaunchPad class, which teaches an evidence-based approach to entrepreneurship. Some key points:
1) The class focuses on helping student teams search for a repeatable and scalable business model through customer development and agile development, rather than writing static business plans.
2) Students summarize their business model hypotheses using the Business Model Canvas framework and then test those hypotheses by getting customer feedback on minimum viable products.
3) The class emphasizes an iterative process of testing assumptions, getting customer input, and making adjustments to ideas that aren't working - rather than the conventional approach of developing a full product before customer testing.
GPredictive uses predictive analytics to optimize marketing campaigns. Their software computes individual customer probabilities of purchase and selects only those customers with a positive ROI to include in campaigns. This maximizes marketing efficiency and revenues. They have raised €2.5M in funding and are growing rapidly, signing one new customer per week. They plan to expand sales teams in the US and EU in 2016 and raise a Series B of €10M.
This document discusses continuous product improvement using a Product Kata framework. It introduces the Kata concept and shows how it can be applied to product management. Key aspects covered include establishing goals and target conditions, measuring current performance, experimenting through incremental changes, and reviewing progress regularly. Examples are provided around a goal of making sellers more self-sufficient by reducing office calls. The document advocates applying Kata principles systematically as part of daily work, like Toyota's approach to continuous improvement.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The document provides an overview of an Agile Basics presentation. It includes an agenda that covers why Agile is used, popular Agile implementations like Scrum and Extreme Programming, and the landscape of Agile adoption. It also discusses benefits of Agile like releasing working software frequently and collaborating with customers, as well as common Agile practices.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
A pitch deck is a brief presentation providing your audience a quick overview of your business. With regards to startups, founders are pitching for funding from angel investors and VCs. This can occur at various stages, but typically happens when cash becomes a constraint to your growth. The deck is a vehicle to either get to the first meeting or a follow-up to an interested investor. These slides are my advice on what early stage startups should consider to include when pitching to investors.
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
The ART of Value Streams: Determining Paths of Value Through Value Streams Wo...Cprime
The concept of a Value Stream is fundamental to SAFe and how to optimally organize your Teams, ARTs, and Solution trains. In fact, there’s a Value Stream Workshop that’s intended to help organizations identify their Value Streams, prioritize them, and ultimately decide where to start to launch your first ART. While determining the paths to value for your business may, on the surface, appear to be very easy, I can assure you that it’s an “”ART”” (pun intended)--not a science--to clearly identify and articulate them.
In this presentation, Ken France, SAI SAFe Fellow, explores ways in which to prep for a successful Value Stream Workshop, as well as what you should expect when you try to run your first one. He provides examples from real workshops and provides some practical advice on how to make sure you come out with something concrete and actionable.
Learning Objectives and Key Takeaways:
**How to prep for a Value Stream Workshop **Tips/tricks for facilitating a Value Stream Workshop **Real examples of Value Streams from different contexts
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
How to Focus On the Problem, Not the Solution by Spotify PMProduct School
Main takeaways:
-The five why’s - a tried-and-true method to effectively uncover user needs.
-Leveraging the JTBD framework - what are your customers trying to accomplish?
-How do you know you’ve solved the problem? Defining success metrics with your customers from the beginning.
This document discusses the key elements of product strategy including the product vision, business strategy, product owner role, product discovery and development processes, and necessary skills. It emphasizes establishing a clear product vision and roadmap aligned to business goals, prioritizing the product backlog, and continuously refining the strategy based on performance and market changes. The product owner is responsible for leading the product strategy and working with stakeholders and teams to implement it through the agile development process. A variety of strategic, tactical, leadership, and user-focused skills are needed to effectively manage the product from vision to delivery.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides 3 key points:
1) The PCMH model emphasizes primary care-led, coordinated, and comprehensive care centered around the patient. It aims to improve access, outcomes and reduce costs through care coordination and an emphasis on prevention.
2) Studies show PCMH interventions can reduce hospital and ER use by over 30% each and lower total costs by 9% while maintaining or improving outcomes.
3) Successful PCMH models require health IT and data sharing to facilitate care coordination, population health management, and quality improvement. They also rely on payment reforms that appropriately recognize the added value of the medical
1) Hackensack University Medical Center is part of a large healthcare network in New Jersey serving over 6 million people. It has received numerous awards and recognition for clinical excellence.
2) The presentation discusses HackensackUMC's strategies for managing risk-based care and consumerism, which includes a focus on patient engagement, care coordination across settings, and using technology like EHRs and analytics to improve outcomes and reduce costs.
3) HackensackUMC is managing care for over 100,000 beneficiaries through its Medicare ACO, a Blue Cross ACO, and an Aetna Medicare Advantage plan. It aims to shift care toward prevention and meet the growing demands of consumerism through increased access,
Slides from the 'Improving access to seven day services' event June 2015NHS Improving Quality
This document provides information about an event to improve access to seven day services in the NHS England Greater Manchester & Lancashire region. It includes the agenda for the event, with presentations on topics like the national agenda for seven day services, clinical standards, self-assessment tools, and case studies from organizations implementing seven day services. Wrightington, Wigan & Leigh NHS Foundation Trust will present their experience in delivering seven day services, including how increased consultant presence on weekends and improved diagnostic and support services have reduced weekend mortality rates. Interactive polling will gather input from attendees on challenges and priorities for seven day services implementation.
Case Study "Using Real Time Clinical Data To Support Patient Risk Stratification in The Clinical Care Setting"
HealthInfoNet operates the statewide health information exchange in Maine. The exchange currently manages clinical and patient care encounter information on 97 percent of the residents of the State of Maine. The information is gathered in real time, standardized, and aggregated at a patient specific level to support treatment. For the past three years, HealthInfoNet has worked with HBI Solutions, Inc of Palo Alto, CA to utilize this real time clinical and encounter data to support the development of predictive analytic tools that risk stratify patient populations and individual patients for future incidence of disease, cost, and both inpatient and ambulatory care encounters. These real time predictive models have now been used in clinical care settings for a year. The presentation will cover both lessons learned to date from implementing and optimizing real time predictive analytic tools and the early finding of the impact that the use of these tools is having on patient care management, utilization and outcome.
Devore Culver
Executive Director & CEO
HealthInfoNet
Innovation in Care Delivery: The Patient JourneyJane Chiang
The document describes innovations in care delivery at Massachusetts General Hospital aimed at improving the patient experience. It discusses the implementation of innovation units to test changes to care delivery and identifies three key areas of focus: implementing relationship-based care, enhancing the role of the attending nurse, and standardizing processes. The goals are to improve patient and staff satisfaction, clinical quality, and reduce costs.
As pressure mounts on hospitals to improve quality and reduce costs, they have turned to medicine's fastest growing physician specialty—hospital medicine---to improve clinical performance and operational efficiency. How this new role for hospitalists plays out varies according to the type, location and creativity of individual healthcare organizations and the resources available to them. This editorial webinar will explore the steps health care organizations should take to prepare and position their hospitalists for quality-improvement responsibilities. Our panel of experts will share their insights, experiences and proven strategies for success.
Strategies of addressing unwarranted variation in wound care NHS England
Strategies for Addressing Unwarranted Variation in Wound Care was a workshop that aimed to: 1) consider challenges and gaps in best wound care practices and outcomes, 2) explore opportunities to reduce variation in wound care, and 3) consider using electronic data capture to standardize wound assessments. The workshop included perspectives from clinical experts on unwarranted variation in wound care due to lack of standardized assessments and treatment protocols. It also featured an NHS trust's experience adopting an electronic wound assessment system to improve data collection, reduce variation, and help standardize wound care practices across settings.
Rob Reid: Redesigning primary care: the Group Health journeyThe King's Fund
Rob Reid, Senior Investigator at Group Health Research Institute, explains the journey taken by Group Health in support of integrated primary care. A case study in how primary care can be delivered effectively and efficiently to a population, Rob laid out the challenges facing general practice in the States, and how Group Health worked to improve the situation for both patients and the workforce.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
ChenMed is a privately held primary care group that focuses on low-income adults over 55 with multiple chronic conditions. Their care model includes 400-450 patients per physician, on-site pharmacy services, intensive care coordination, and global risk-based payments from Medicare Advantage plans.
ChenMed has achieved outcomes like lower hospitalization rates compared to national benchmarks. Their strategy for scaling includes developing a physician culture focused on relationships and accountability, value-based workflows supported by technology, and selective integration within local healthcare markets. Physician panel management tools, interdisciplinary care teams, and managing transitions of care across settings are key parts of their model.
This document summarizes the benefits of highly organized primary care and medical homes. It discusses how organizing primary care into teams that focus on population health, care coordination, planned care for chronic conditions, and quality improvement can improve health outcomes, reduce costs, and enhance the patient experience. The document provides examples from Cambridge Health Alliance that show improved quality metrics, decreased hospital and emergency room use, and reduced costs after implementing a primary care reform model centered around medical homes and accountable care.
This document discusses a model for coordinating care for patients traveling long distances to an academic medical center. It proposes assigning each patient a "temporary medical home" based on their condition to coordinate all aspects of care during their episode of care. This includes assigning a dedicated nurse to coordinate appointments, financial clearance, and navigation through intake, treatment, discharge and follow up. The goals are to improve patient and provider experience, increase patient volumes and revenue, and support the institution's research mission.
Improving Patients’ Health Acute Care FinalmHealth2015
mHealth strategies have the potential to improve patient health and outcomes before, during, and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change support after visits, mHealth can help emergency departments improve throughput and post-discharge outcomes. This can increase revenue, avoid penalties, and improve patient satisfaction. Two case studies show that text messaging improved satisfaction scores and appointment adherence for discharged patients from emergency departments.
Improving Patients’ Health Before, During, and After an Acute Care VisitmHealth2015
mHealth strategies have the potential to improve patient health outcomes before, during and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change after discharge, mHealth can help emergency departments improve throughput, post-discharge outcomes, revenue, penalties and patient satisfaction. Text messaging in particular has been shown to significantly increase follow-up appointment adherence and patient self-efficacy.
This document discusses eVisits, which are online medical evaluations between patients and providers. It provides an overview of eVisits, including relevant CPT codes, research on their efficiency and patient preferences, and stats on eVisit usage at HealthPartners and UPMC. The presentation notes that eVisits provide benefits to patients, providers, insurers and employers by increasing access and convenience while reducing costs compared to office visits. However, challenges include ensuring understanding of appropriate eVisit cases and aligning compensation with other care modalities like phone visits.
This document provides an agenda and overview for a presentation on coordinating patient services to improve satisfaction. The presentation discusses WellSpan Health's efforts to coordinate scheduling across different departments and systems. It outlines challenges in coordinating imaging, registration, and other services across 11 different scheduling systems. WellSpan implemented a new coordinated scheduling system to integrate these systems and resolve conflicts. This improved patient satisfaction by reducing wait times and allowing physicians to schedule from their offices. The presentation discusses expanding this coordinated approach to other areas and creating complete patient itineraries.
The document discusses the patient centered medical home (PCMH) model for improving healthcare quality and reducing costs. It provides examples of PCMH programs that have led to reductions in hospital and ER use, increased medication adherence, and lower overall healthcare costs. The PCMH model emphasizes coordinated, team-based care centered around the patient.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides examples of how the PCMH approach coordinates care through a team-based approach focused on managing patient populations, uses data to drive decisions and improve outcomes, and shifts care away from episodic visits to proactive health management. Studies show the PCMH approach can reduce costs through lower utilization of emergency rooms, hospitals, and specialty care while improving quality of care and patient outcomes.
Speaker presentation from U.S. News Healthcare of Tomorrow leadership summit, Nov. 17-19, 2019 in Washington, DC. Find out more about this forum at www.usnewshot.com.
Similaire à Carematch Engr245 2021 Lean Launchpad (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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2. Providers
Medical Groups
Hospitals
Physician Clinics
Payers
Center for Medicare &
Medicaid Services
Commercial Insurance
PACs
Home Health
Skilled Nursing Facilities
Rehab Centers
Long-term Acute Care
First, let’s step back and understand the major roles in the US
healthcare system.
Patients
4. We noticed that many patients were experiencing delays in the
last step of the referrals process, costing the healthcare system
upwards of $80 billion every year.1
1 - Estimates put discharge delays = 8.8% of total hospital spending x 2017 total hospital spending estimates of $1.1 trillion = $88 billion.
5. CareMatch V1
AI to Match Patients to
Post-Acute Care Facilities
CareMatch is a predictive algorithm that
streamlines the referrals process for patients from
hospitals to post-acute care facilities.
CareMatch helps hospitals decrease length of
stay, decrease costs, and improve patient
outcomes.
Using predictive
tools to reduce
hospital
readmissions
Standardizing
data flows
Improving a
clunky referrals
process
And thus, CareMatch V1 was born.
7. We sought to find out what causes the delay
in the referrals process
Clunky referrals process
Week 1 Hypotheses
Non-standardized data
Inability to predict best match facility
8. Who we spoke to and why
Weeks 2-3
10 Case Managers (CMs)
To understand how CMs
facilitate the referrals
process to SNFs
8 PAC Admissions Members
To understand what PAC
Admissions are looking for
when they receive a referral
3 Stanford Physicians
To understand the
physician’s role in the
referrals process
Stakeholders in the referrals process
10. “Biggest delay seen is due to medical complexity,
followed by insurance pre-authorization.”
Insurance authorization is the bottleneck because
insurers don’t want patients to go to facilities.
Case Manager @ Stanford Health Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
“I will always reject a PAC referral if I think a patient
could heal at home with a few extra days in the hospital”
Insurance Director
11. Providers
Believe payers blindly
reject care plans and put
patient recovery at risk.
Payers
Believe facilities
overcharge and
unnecessarily retain
patients.
Facilities
Reject patients that they
believe are too complex
from providers.
Patients caught in crossfire: payors don't want pay for PACs
and hospitals don’t feel like home is safe
Patients
13. Original Solution
A SNF-at-home service that helps
higher acuity patients transition to
home health safely.
We focused on re-aligning incentives between payers
and hospitals.
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
A predictive algorithm using
EHR data to best match
patients to post-acute care
facilities.
Revised Solution
14. We examined SNF-at-home through: unit economics,
customer satisfaction, and clinical outcomes.
Is it cost effective?
Board Member @ Payer &
UnitedHealth MA plan
Director of Population
Health @Medical Group
PTs, OTs, Nurses, MDs, Case
Managers
Who cares? Will quality of care be
maintained?
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Economics Customer Clinical
Who we
talked to:
Who we
talked to:
Who we
talked to:
15. Home Health is significantly cheaper.
Cost per Skilled Nursing Facility
Stay
~$8,000
Cost per Home Care Episode
$2,732
“We would never want to send
patients to PACs. We always
prefer home care.”
– Payor
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
vs.
16. We identified providers (medical groups) who own risk
as our customers.
Providers
Medical Groups
Hospitals
Physician Clinics
Payors
Center for Medicare &
Medicaid Services
Commercial Insurance
Facilities
Home Health
Skilled Nursing Facilities
Rehab Centers
Long-term Acute Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Patients
17. Medical Groups aim to decrease readmissions rates &
maintain patients’ health
“We own patient’s care from hospital to
home” – VP Population Health at a Medical Group
“Value-based providers have huge interest in
optimizing the process as it saves money and improves
quality of care...30 day readmission rate is the most
important figure” – CMO
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
18. Roadblock: “Patients go to SNFs because they need
more hours of care” - PT
PT
OT
Speech
ADLs
Wound
IV Abx
Catheters
Meds
DME
Ostomy
1-2
hrs/week
for all
services
1 hr/day
for most
services
24/7
nursing
care
Home
Health
Skilled Nursing
Facility
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
19. There’s no way to increase hours of care but there is a
way to increase level of care
Post-Acute
Care
Focus on
rehabilitation
LTAC
SNF
Rehab
HH
Level
of
Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
20. Skilled Staff suggested telehealth and just-in-time visits to
supplement
Triage Monitor Telehealth
“Can triage
patients for
outreach”
– Senior Manager, Medicare
Strategy
“Home Health used
monitoring for patients
with long-term needs”
– VP Population Health
“Can teach and
watch a patient to do
infusions via
telehealth”
– VP Population Health
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
22. Who we spoke to and why
Weeks 7-8
Director of Population
Health @ Desert Oasis
Medical Group
Home Health CEO 2 Physical Therapists 4 MDs
Wound Care Specialist Transitional Care
Manager
Project Manager Occupational Therapist
To better understand which patient indications can be moved into the
home and offers the largest patient population
23. “Wound care is going to be the place to start [in terms of
number of patients impacted].”
Refined patients to those at risk of developing
infections from poor wound management
Director of Population Health
“Having wound care specialists on hand has been
particularly helpful for us in our home health arm.”
VP, Population Health at Medical Group
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
“Wound care makes up around 30-35% of our patient
population.”
CEO, Home Health Agency
24. There is high potential to use telehealth for
patients with wound care needs.
6%
of unplanned hospitalizations in Home
Health patients were due to wound
infections
$36B
Hospital outpatient wound care market that we could
capture1
Activity Potential for Telehealth In-Home Needs
Dressing Change Low
● Wound nurse
● Dressing/Medications
● Wound Vac (DME)
Nutrition and Activity
Adherence
High
● Food that adhere to dietary
needs
● Caregiver to monitor for falls
MD Check-In High
● Telehealth technology
● Camera to view wound
● Ability to measure depth of
wound
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
1: CMS – Table 4 Medicare spending for wound care by type of service in 2014 by wound type
26. Three pillars of our MVP
Proprietary algorithm that evaluates
patient risk.
Predict risk level of
patients under home
health using EHR data.
Deploy remote vital trackers, call
center staff, and image capture app
to provide further data collection.
Deploy added data
collection on high risk
patients. If conditions deteriorate, act as a
telehealth on demand with specialists
to review the condition and advise on
care intervention.
Connect to supporting
services on demand.
27. MVP
Algorithm predicts risk
of readmission
Enables us to stratify patients and
schedule provider routes
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
28. MVP
Provider Dashboard &
Patient Details
Allows providers to manage patients
based on risk profiles and readmission
probabilities.
Click here
and get
taken
individual
patient
dashboard
29. MVP
Management View
Tracks key metrics for Medical Groups
on an aggregate level
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
30. Key Partners
• Wound Clinics
• Home health
agencies
Key Activities
1. Predictive algorithm to
identify patients at
highest risk for
readmissions
2. Technology package to
monitor patients
3. Alert system to dispatch
skilled staf
Value
Propositions
Problem 1: Lack of
skilled staff hours
available to HH
agencies to provide
consistent care
Solution 1: Provide
telehealth +
continuous
monitoring to increase
access/touch points
with skilled staff to
improve patient
outcomes and lower
costs + increase
efficiency of care
Customer
Relationships
• Provide data
analytics and insights
into how process has
improved cost savings,
readmissions rates etc.
Channels
• B2B: 1-sided market
- cost sharing
with Medical
Groups
Customer
Segments
• Population Health
Directors at Medical
Groups
• Independent PT, OT,
Caregiver, Medical
Aide practices
Key Resources
• AI Predictive
Algorithm
• Call Center
• Telehealth platform
• Remote patient
monitoring
Cost Structure
• Development and maintenance of tech infrastructure
• CareMatch team and contractor salaries
Revenue Streams
• SaaS for value-based care providers
Key Activities
Predict patients with
highest risk of
readmissions
Monitor patients
with technology
Connect to
Supporting Services
on Demand
Value
Proposition
Decrease
readmissions
Decrease costs
Increase efficiency
of care
Customer
Population Health
Directors at
Medical Groups
31. What’s Next
How we plan to take CareMatch forward post-LLP
Pilot Program in Wound
Care
Proof of Concept with
Medical Groups
Secure External
Financing
Scale with more Medical
Groups
Monica Liu
MD/MBA
monicaml@stanford.edu
Louis Blankemeier
PhD/MS EE
lblankem@stanford.edu
Leading CareMatch Forward