The Edge of Healthcare: Breaking the System to Heal It, No More Band-Aids

Martin Cody: Welcome to The Edge of Healthcare, where the pulse of innovation meets the heartbeat of leadership. I’m Martin Cody, your guide through riveting conversations with the trailblazers of healthcare. Tune in to gain exclusive access to strategies, experiences, and groundbreaking solutions from influential payer and health system leaders. This isn’t just a podcast, it’s your VIP ticket to the minds shaping the future of healthcare right now. Buckle up, subscribe, and get ready to ride to The Edge of Healthcare, where lessons from leaders are ready for you to use today.

Martin Cody: Hello, again, everybody, and welcome to The Edge of Healthcare: Lessons from Leaders to Use Today. I’m excited about this guest because he serves and works in an aspect of the industry we don’t hear too much about that has a significant need, and that need is growing. So, without much further ado, let’s bring in today’s guest, Josh Boynton from CareSource is our guest. And so, Josh, welcome to the program.

Joshua Boynton: Thanks, Martin. It’s great to be here. Appreciate your time today.

Martin Cody: I’m delighted because, having been in healthcare for three and a half decades, I’m always amazed that learning about different verticals within the healthcare industry, different niches, if you will, with regards to areas of populations that need to be served by access to care, quality care, reimbursement for care and that sort of thing. And you have one of those components. And so, please tell us a little bit about what is CareSource and what do you do for them.

Joshua Boynton: Sure. So, CareSource is a nonprofit managed care organization. We were founded in Ohio over 35 plus years ago by a social worker. We support individuals in the Medicaid program, in the marketplace program. And now the military program. So, we are a national organization. We’re growing by the day, and we take a different approach. And so, I’m excited to dive into that. I’m the Senior Vice President of Complex Health Solutions here at CareSource, and I’m excited to explore some of these topics with you today.

Martin Cody: I’m always intrigued by why people start businesses, and I’ve rudely analogized it to the shun philosophy. People start them out of frustration, inspiration, or desperation. So, now, 35 years ago, you let us know that a social worker started this business. So, what did that individual, what problem were they trying to solve that still exist today?

Joshua Boynton: So I think looking at health through the lens of these sort of holistic perspective, you know, I think a lot of times we see healthcare through the lens of a clinical environment or a medical environment, which is obviously very, very important. But I think that if you really drill into the root cause of a lot of health outcomes. There’s a social determinant component to that. And so, when we were founded, it’s in our DNA. We look at each member in the context of their family and the context of their community. And in the context of their social networks. And we’ve found that over time that if you focus there, then good things actually start to happen.

Martin Cody: No. And it’s interesting. You were very ahead of your time, right? Because back then they weren’t referred to as social determinants of health the way that you see it today. And so, congratulations on that. And you also mentioned that you’re SVP of Complex Health Solutions. Pull on that thread a little bit. What health solution isn’t complex? What does that actually mean?

Joshua Boynton: That’s a great, great point. Traditionally, if you look at the Medicaid Medicare program over its history, it started in the sort of TANF and chip population supporting pregnant moms and kids and individuals that live in complex systems, like kids in the welfare system, for example, or individuals with disabilities. Another example, you know, traditionally, those individuals had been carved out of Medicaid-managed care. And so, as the system evolves, as the system continues to mature, we’re seeing more and more states and partners look to an outcomes-based program, like a managed care program for individuals that live in these complex systems, in these fragmented systems. And so, at CareSource, we have put a stake in the ground when it comes to supporting people in the child welfare system, kids in foster care, individuals with an intellectual or developmental disability, for example. And so, my job and my team is to make sure that we are using the evidence, the bedrock science that exists today, to look at the healthcare landscape in a different way, for those that have been traditionally isolated or marginalized.

Martin Cody: I would say that as well. Almost discarded, just completely an afterthought.

Joshua Boynton: Exactly, exactly. So, we are front and center. We’re leading the way nationally, I would actually argue internationally. And we’ll get to that a bit in our work around relational health. But, you know, really excited to begin to close the gaps, begin to look at the healthcare disparities that individuals that have traditionally not been part of the conversation. Finally, we are addressing, and we are supporting people in a way that the system hasn’t done before.

Martin Cody: I think it’s an amazing aspect of what you’re doing, because if I look at it from just a citizenry perspective. And, like I said, you and I have been in healthcare a long, long time. And healthcare today is hard enough to access and navigate when you are healthy. Quite honestly, when you go for an annual physical, and you get an EOB three months later, and then you get something else three months later, and for John and Jane Q public to navigate it extremely complex, very difficult. I can’t even imagine the gargantuan need of those patient populations that you discussed: children in the welfare system, disabled children, children with learning difficulties, and that sort of stuff. How do they get care? And I’m wondering, was there ever a moment where the problem seems so massive and overwhelming that how do you break it down into, first of all, very noble of you to even want to solve the problem? I appreciate that, but how do you not get overwhelmed by the sheer size and mass of the problem?

Joshua Boynton: That’s a great question. You know, I would say that first and foremost, we take a person-centered approach so everybody has the right to develop a vision for what their good life looks like. And so, if we take it from that perspective, one person at a time, supporting that person, wrapping around that person again in the context of their community and their family. How are we going to help them move forward on their trajectory? How are we going to help them achieve their vision of a good life? And so, yes, the challenge is huge. The opportunities are even bigger. But our approach is one person at a time. And you know, it’s funny if you celebrate things like, for the first time, a child that has been in foster care has aged into a community and has meaningful and gainful employment. That’s something to celebrate. If you take somebody with a disability who has been in a workshop or an institution for their entire life, seeing them live independently that’s a celebration. And so, I think just capturing and remembering those celebrations along the way fuel us as an organization to continue to do it and take on that big, massive challenge.

Martin Cody: That’s outstanding, and I imagine those victories are something you can cherish, build upon, and they serve as fuel to continue the fight and continue to keep driving forward. Tell me about CareSource. I know you mentioned Ohio. Give us and the listener a scope of kind of the size number of employees. Where do you provide services?

Joshua Boynton: Yeah. So, CareSource is now a national organization and we have staff all over the country. We have spent the last, I would say, almost a decade, really looking strategically at the country, at state partners that are hungry and eager for a new solution. And today, although we did start in Ohio, and that’s where our home base is in Dayton, which we’re very, very proud of. We are in states from the east to the west, and we’re just getting started. In addition, we have subsidiary organizations like the Columbus organization that has a footprint nationally as well. And so, through our subsidiaries, through our partners, our strategic ventures, our networks, we are a national company. And just getting started. So, stay tuned because we will continue to blaze a trail.

Martin Cody: I like the energy of just getting started and we’re entering our fourth decade type of thing. So, that’s a good philosophy and good energy to have.

Joshua Boynton: Absolutely.

Martin Cody: With the expansion that’s on the horizon, you know, give us some insight in kind of your team’s near-, and short-term, and long-term goals as it relates to 2025.

Joshua Boynton: Yeah, I think short-term, you know, making sure that we are connected to the latest and greatest of evidence base, right? Making sure that we have our hands in our head around things like relational health. Like, how do you bring community-based organizations to the value-based reimbursement arena, making sure that things like trauma and intergenerational trauma are recognized and supported? So, short term, making sure that our evidence base is solid. We’ve got the bedrock science to support, making sure that we’ve got our finger on the pulse of what’s happening at the national and state level from a policy perspective. You know, long term, one of the things that I really value about CareSource is that we’re a mission-driven nonprofit organization. And so, most of our competitors are publicly traded companies, and there’s a place for public traded companies. There’s no question about that. However, being a nonprofit allows us to take a longer-term trajectory, a longer-term view of healthcare. And I think that’s what’s been missing in the US healthcare system today have been very transactional. It’s been very much quarter to quarter. And so, really taking that long-term view, investing back in communities differently, right? As a nonprofit, we don’t have to hit the same margins that our publicly traded friends have to hit. So, making sure that we’ve got the right strategy and framework to take that long term view, for me, that’s the most important thing we can focus on. And that’s exactly what we’re doing.

Martin Cody: You mentioned a couple of things in there where, I want to pull on a thread. One of my roles is with the organization that actually is kind of a dotted line policy compliance work group with HHS. Okay. And so, the policies this day and age seem to be changing on a daily basis. And you mentioned keeping a pulse on kind of the state Medicaid policies and the federal Medicaid policies. And I want to rub that up against evidence-based, because I think evidence-based should be the foundational bedrock of a lot of the decision-making in these care programs. How do you balance the evidence-based sources from that standpoint? It’s like, where do we get our sources from evidence-based against all of the fluidity, if you will, of the regulatory changes?

Joshua Boynton: That’s a great question. I think data and outcomes really become the most important currency for us as we look strategically across the landscape today. So, making sure that not only do we have the bedrock science, but we’re showing the outcomes and the data to back that science up because it’s there. I just think the burden shifts to the academic industry, and quite frankly, the healthcare industry, to start measuring things differently, start educating people around what we’re measuring differently. And I think at that point, not only are we being reactive to the policy sort of apparatus that is around us today, but we’re actually influencing, and we’re part of the policy apparatus. And so, for us, it’s making sure that we’re articulating the value proposition of the evidence, making sure that we’re articulating the value of the outcomes and the way that we see the world and the way that we see our members and the way that we see healthcare. And then making sure that we’re educating, educating, educating, building coalitions, building alliances, building friendships. Because at the end of the day, I do think we all want the same thing. It’s how we get to it is the challenge. And so, the most articulate conversations will end up winning at the end of the day.

Martin Cody: Well, it’s interesting you mentioned outcomes. I think that’s vitally important. But you also mentioned earlier on in the conversation that we’ve been largely a transactional healthcare system. So, when you look at fee-for-service, which is all about transactions and volume of transactions, and compare and contrast that with the outcome side of value-based care, the outcome should speak, right? They should inform policy, they should inform decision-makers and leaders and that sort of stuff. So, I love that vantage point. And I’m curious from that lens, how did you get into this role from a healthcare background? I don’t think anybody just wakes up one day and says, oh, I’ve got my college degree. I’m going to go into this type of vertical. There has to been some healthcare exposure where you realize this is a big problem. Someone’s got to help fix it.

Joshua Boynton: Yeah. So, my dad worked as the CEO of a nonprofit healthcare organization for people with disabilities. So, I grew up in that space and.

Martin Cody: Come to this naturally.

Joshua Boynton: I come to it naturally. It’s part of who I am. It’s part of what I do and how I think of the world. And actually out of college, and this is going back 30-plus years now, my wife and I lived with a friend who had been institutionalized in New Hampshire, had one and only state institution for people with disabilities, and it’s closed, thank goodness, through a class action lawsuit back in the 80s. Wow. But we lived near the friend, hand, and we saw this system through his eyes. We saw the challenges. We saw the status quo. It was absolutely crystal clear to me, being a young, naive college graduate, that there has to be a different way, a better way to engage with people, to convene people, to move the dialogue, and to move people’s lives forward in a more positive way. And so, through that experience, I lived with, we lived with them for about 11 years, and we created an organization that actually supported him and supported him not just to live independently in the community, but supported him to find gainful and meaningful employment, something that he had never had or never even dreamt that he would have.

Martin Cody: I was going to say, probably never even aspired to even think about allowing himself that luxury.

Joshua Boynton: Exactly. And so, through that experience. And then it’s been like a snowball, right? I mean, you start looking at the world differently and start interacting with people differently and the outcomes and the success that you feel and see each and every day. It just fuels you. And so, when Medicaid managed care started to think about moving from the more traditional TANF and Chip populations to individuals, that, again, had been traditionally carved out, I said, I’m all in, but we’ve got to take a different approach. We have to look at things differently. This cannot be a medical model only. It can’t be a medical model first. And so, if we’re going to do this, we’re going to roll up our sleeves. We’re going to color outside the lines. We’re going to think outside of the box. And so, I’ve been doing that ever since.

Martin Cody: Super cool. And I love the fact that you do come to it naturally. And you were exposed to it at a young age, which is great. And I totally agree that this is part of your DNA. How could it not be right from an immersion process? And you? I’m sure there was plenty of kitchen table conversations. You, growing up as a kid, listening to parents discuss issues that probably didn’t have the meaning that they now have today. And you also mentioned earlier, kind of, I always look at force multiplication. How can I expand an organization’s reach or leadership’s reach? And one of the words you mentioned earlier was partnerships. So, how do you select partners and who are the types of organizations that if they’re listening, going, you know what, I want to help these guys. I want to make an improvement and have that meaningful, fulfilling impact on someone’s life. How do you select partners, and who’s a good partner?

Joshua Boynton: We do not compromise our mission and our values. And so, again, one of the things that I really respect about CareSource and why I’m here is because we don’t compromise on who we are and what we do each and every day. And so, everybody from the CEO to every employee and staff and every corner of this country, we get up every day, and we understand what the mission is. We understand what the vision is. So, it makes it very easy to identify and sort of have those sort of chemistry moments with partners that are saying, hey, we see the world in the same way and would love to do something about it. We’d love to partner with you. We’d love to join forces. And so, surprisingly, or maybe not so surprisingly, identifying and finding people to have some fun with and create with and work with and innovate with, it’s pretty easy. It’s pretty easy to do. And we’ve been very, very lucky. We’ve got some great partners.

Martin Cody: Can you give us an example of one? Because what I’m thinking of is there are, I’m sure, individuals sitting out there going, yep, our organization, we need to grow. How does Josh find partners? What is an example of a good partnership. What should the partner deliver? How do you have that open channel of communication and properly set expectations and deliverables and the magic word again outcomes? How do you go through that process?

Joshua Boynton: Yeah. So, I’ll give you one example, a recent example, actually. So, we’ve got you know, networks of medical and clinical providers all over the country that are doing amazing work each and every day. One of the things that we’re really doubling down on is bringing in community based organizations, you know, other nonprofit organizations, social service organizations, bringing them to the table. And so, in this past year, we have been a part of something called Radiant Alliance. And the Radiant Alliance started in Ohio. And we’ve got some partners as a part of the Alliance, Ohio’s Hospice, United Church Homes that generous, which is part of the Lutheran Services of America network, all part of this alliance to begin to look at healthcare differently, right? And so one of the things that’s really, really fun to watch and exciting to see is that we have created this partnership to bring people, organizations like United Church Homes, for example, been around for over 100 years, but have always operated in that fee for service environment. We’re saying, no, hold on, come to the table. Let’s figure out how to get you into the value-based or the alternative payment sort of arena and start to move the needle on outcomes and quality together. And so, the purpose of Radiant is to continue to bring on other capabilities, other organizations to join the alliance. And can you imagine what that alliance is going to look like in three years, five years, ten years? It’s going to be a force to be reckoned with, and it’s going to be an alliance of organizations that are strategically connected to deliver in ways that this system hasn’t been able to do today. So, that’s just one example. But we’ve got hundreds and hundreds and hundreds and hundreds of really, really good partners and friends. And that list grows each and every day.

Martin Cody: All right. It sounds amazing. And then you kind of through not necessarily accident, but certainly there’s an unintended outcome when you have a successful partnership that has 5, 10, 15, 20 partners, pretty soon you’re building a partnership ecosystem, and you may not have set out as a checkbox for Q4, you know, 2020, we need a partnership ecosystem. But you may have started out ten, 15 years ago that says we need someone else to help us leverage this message, this capability. And you’ve probably learned a few lessons along the way about what makes a good partner. And maybe someone is not going to be a good partner. Share with everybody a lesson that you learned where maybe you didn’t get the outcome you thought you did. And how many meetings did it take, and how does someone avoid that similar outcome?

Joshua Boynton: So, I think, if you boil it down to understanding that our job as a managed care organization is not to be the solution, but to be the convener and the capacity builder of solutions. So, the solutions live in the communities that we support. They live in the members and the families and providers, in the organizations that are all around us each and every day. And so, our job is to convene, right, shift the power from the sort of system to the person. And if you take that approach, if you look in that direction, some of the partnerships or some of the pilots or initiatives that don’t work, they quickly correct themselves, right? Because we’re all at the table at the same time. So, it’s not as if we’re saying, hey, this didn’t work because actually, everybody’s around the same table looking at the same data, at the same outcomes. And we’re saying, well, this may not be working the way that we originally intended it to work. So, let’s pivot. Let’s tweak. Let’s get other people to the table. So, it’s less about us saying, oh, this partnership didn’t work. It’s more of us saying, let’s create a dialogue and a genuine relationship with people and organizations so that organically, we all know what success looks like and what some roadblocks look like. And how are we going to sort of collectively work around that?

Martin Cody: That’s a great distinction, and I don’t think we stress it enough, certainly academically or in scholastic activities. Athletics comes to mind in the junior high and high school. We focus so much on winning and losing, winning and losing binary type of thing. And then you carry that forward into the business world or any world. And it’s not that simple. There is nuance to it, and some of the best athletes in the world, and the two that come to mind right away are Michael Jordan and Kobe. They always used to say, I don’t fail, I learn, or I don’t lose, I learn. So, you’re saying the same thing. Maybe we didn’t get the outcome that we had aspired to produce nine months ago, but guess what? Here’s what we learned along the way. So, now we can pivot. Iterate upon what we currently know because we have a lot more data, a lot more knowledge, and maybe level-set expectations for the next nine months. It sounds like you guys do that quite routinely.

Joshua Boynton: Yeah. No, I absolutely love that analogy. And you’re absolutely right. I think that one of the biggest sort of pitfalls, right, of any kind of bold and innovative partnership is to see the world through, win or lose, right? Because I think if we’re all at the table in sort of a genuine way, we all come at it from the same mission and the same vision. There really isn’t any losing, you know, all work is hard. There’s going to be some wins. There’s going to be some challenges. And we see that as, you know, really an opportunity. So, even when things don’t go as planned, or things don’t look the way that we thought that they would look, we embrace that, and we see that as a win. And it just moves us a little bit further along and a little closer to our goal.

Martin Cody: I mean, it’s an awesome comment, and I appreciate it because this as we talk about The Edge of Healthcare being lessons from leaders. And one lesson from leader is learn from any of the outcomes that were unanticipated.

Joshua Boynton: Right. That’s right.

Martin Cody: And that’s that’s an important distinction. And it could be very nuanced. It could be very subtle, but that’s just knowledge attainment, right? Because experience is what you get, when you didn’t get what you expected, you get an experience.

Joshua Boynton: That’s right. And you know, don’t forget, right? I mean, healthcare is not an easy thing to tackle. It is.

Martin Cody: This is hard.

Joshua Boynton: It is probably one of the hardest things that the world has to figure out, right? And so if you create an environment where people are afraid to fail or afraid to make a mistake or afraid to not win all of the time, you’re going to live in the status quo forever. You’ve got to be bold. You’ve got to be courageous, and you’ve got to be willing to take chances. And that means that you’ve got to be willing to have some bumps and some bruises along the way.

Martin Cody: Yeah, and I think there’s some more wisdom within that nugget there of part of that introspection at the leadership level requires that age old principle. You need to check your ego at the door.

Joshua Boynton: Okay. That’s right, that’s right.

Martin Cody: And that’s when great progress and growth can occur. But absent that, you’re right. I think you’re going to be mired in status quo or producing mediocrity. And that benefits no one from that standpoint.

Joshua Boynton: Yeah, you’re right. And people’s lives hang in the balance, right? If you think about what we’re actually doing, I don’t think we have the luxury of the status quo. That’s not good enough. And it, in a lot of ways, can be life and death for people.

Martin Cody: Right.

Joshua Boynton: So we’ve got a lot riding on this.

Martin Cody: No, you’re right. You don’t have the luxury of status quo. You also don’t have the luxury of time. You know things need to move. And I think that’s important. I want to switch gears and go to kind of speaking of time, a speed round, because I want to put you in charge of things. And this is that. I don’t even know what game show this was from the 70s that talked about with regards to I’m going to say a phrase or word, and Josh tells me the first thing that pops into your head. Now, I will, the first one’s a little bit longer because I want to give you some power. We’ve talked about regulatory policy at the state and federal level, how that’s shifting, and how that very much impacts. You know, that could be a topic for five shows. The thing I find fascinating is the need doesn’t go away from that standpoint. The need is there until we solve this. So, if you were the head of CMS or head of any policy regulatory body that influences your business and the livelihood and success of CareSource, what is that position, and what are the three things you would do today to make what you’re doing easier and more impactful?

Joshua Boynton: Boy, I think I would say flexibility, sort of allowing the system to take a holistic approach to healthcare, I think is an opportunity. I think looking at the amazing work and progress that the Olmstead decision or the ADA has provided over several decades now in terms of moving people from institutions into the community, How do we strengthen that? How do we make that the entitlement versus the war, if you will? And then I would say the third is understanding that there are other ways to support health, and that aligning incentives around those non-traditional ways of looking at health. I think, you know, you’re going to reap the benefit right out of the gate.

Martin Cody: It’s a great comment, and I like that from the incentive lens, right? Because I think everything is incentive incorrectly in healthcare in my opinion. Yeah, from a reimbursement perspective. So, sticking in that theme here as we talk about policy, and you mentioned earlier kind of the social determinants of health, is there a social determinant of health from a policy perspective, that boy, if you could eradicate that or educate people on this one and its impact, or conversely, the outcomes that you’ve seen and produced through CareSources efforts, is there one of those that you say, boy, the more times we produce this, this has transformative impact on the people we serve?

Joshua Boynton: That’s a great question. So, I think if you look at Maslow’s hierarchy of need, right? And you start there, that’s a pretty good roadmap or blueprint. If you look at things like housing or food security, right? I mean, these are the basic needs that individuals need in order to thrive in their community. And so, I would say if we could tackle the housing crisis in this country, if we could tackle food deserts in rural parts of the country, if we could tackle those two things. I think that you would see some of the obstacles for, you know, meaningful employment change. I think you would see some of the obstacles around education change. And so, I would say housing and food security. That’s where I would start. And I would double and triple down because I think that’s going to pay dividends at the end of the day.

Martin Cody: I love the food security one and the food desert location. It’s interesting, and we’ve said it before on the program where we have a healthcare curriculum and medical school curriculum that doesn’t talk about nutrition, and we have a food industry that doesn’t care a hill of beans about health. So, when you have these deserts and the only access to some sort of consumable item is not food, it’s going to lead to a long-term problem. So, I’m glad you brought that up. If you were going to sit down with an adult beverage and pick the brain and commiserate on these challenges with anyone living or deceased in healthcare, who would that individual be and what are you drinking?

Joshua Boynton: Wow. Great question. You know, it’s a long list, I would say. I would love to sit down with Dr. Bruce Perry, who is the expert around relational experiences and brain development, or Burke Harris, who’s the ACS Guru on Relational Healing is prevention, or Dan Siegel, is interpersonal neurobiology work. I think for me, and I’ll be completely honest with you, I think sitting down with the people that we support each and every day and having real conversations around what’s working and what’s not working for me. I think that would be the best, and it would probably be sangria because it’d be fresh fruit for fresh ideas, crisp, you know, refreshing and bold drink for a crisp and refreshing, bold environment ahead of us.

Martin Cody: I look forward to pictures from the next staff meeting. I like it already.

Joshua Boynton: I think you got it.

Martin Cody: I like it. We talked about partnerships and certainly individuals that want to get involved. Now you talked about physician networks that are created. I’m sure there’s physicians listening. You talked about partners and stuff and being kind of a little bit of an ecosystem and force multiplier. How does someone get ahold of you or reach out to CareSource that says, Hey, I’d like to be involved?

Joshua Boynton: Yeah. So, we would love to talk to anyone, right? So our website, of course, I can get you my email address and contact information. I’ll be glad to do that. What’s kind of fun is that you see CareSource everywhere nowadays. And so, if you’re at a conference, if you’re at an event, if you’re at a community sort of building event, stop and say hi. You’re going to see the CareSource heart. You’re going to see the amazing staff, and you won’t miss us. So, don’t be shy. Come up and say hello. And we would sit down day or night because it’s going to take a village to get this done.

Martin Cody: It absolutely does. And it’s not a trivial fact either, because it does take a village. Josh, thank you so much. Not only for what you’re doing and how you’re doing it, because I think that’s important as well. But also, thank you for sitting down with the edge today and sharing the mission, the success, and how people can get involved because this does move the needle in healthcare. And if you address these challenges and these care needs earlier rather than later. The cost of everything comes down for all of us. So, I think it’s very important that of what you’re doing, I really am thankful for you sharing it with us today.

Joshua Boynton: I’m thankful for you and your time. So, I appreciate the invite, and I hope to see you again soon and come visit. We’ll see you soon, …

Martin Cody: I will definitely be there for the sangria and the mission. Thank you so much, everyone, and we appreciate you listening to The Edge of Healthcare. Now, let’s go out and make some changes. Cheers, all.

Martin Cody: Thanks for diving into The Edge of Healthcare with us today. I hope these insights will fuel your journey in healthcare leadership. For more details, show notes, and ways to stay plugged in to the conversation, head over to MadaketHealth.com. Until next time, stay ahead of the curve with The Edge of Healthcare, where lessons from leaders are always within reach. Take care of yourselves and keep pushing the boundaries of healthcare innovation.