Health Innovators
Health Innovators

Episode · 8 months ago

Be encouraged: How to grow a positive culture from day 1 w/ Derrick Miles

ABOUT THIS EPISODE

The middle of a downturned economy can be a scary place to launch a business - but when you have an idea that just won’t wait, sometimes you need to dive right in.

But diving in, doesn’t always make it easy, in fact it can be downright shocking, especially if you’ve never been on the entrepreneurial end of things!

Derrick Miles, CEO and President of CourMed left corporate America on the edge of one of the shakiest markets in recent memory, and turned a turkey of circumstances into a golden goose.

He created a business model that encourages leadership, positivity, and understands the long-term value of investing in strategic marketing tactics.

So, if you’re into a true underdog story and want to hear about how one entrepreneur successfully launched his company into the stratosphere, have we got an episode for you!

Here are the show highlights:

How being unique can help you win big (8:04)

Why it’s smart to avoid the ‘me too’ mindset and think outside the box (10:33)

If there’s one way to find success, investing in the right marketing is it! (13:14)

An 18th century historical figure uses influencer marketing (17:34) 

Why you shouldn’t avoid failure, it’s all part of the success journey (27:38) 

This is how you stay encouraged (36:22) 

Guest Bio

Derrick Miles is President and CEO at CourMed, a company utilizing enterprise software to facilitate the innovative concierge delivery of healthcare products.

In addition, Derrick is also the Chairman and Founder of TMB Equity Partners, a boutique firm focused on investing in and developing innovative healthcare solutions.

A lifelong learner, he received an MSHA and MBA from the University of Alabama at Birmingham, a BS in Medical Technology from Bethune-Cookman University, and is pursuing certifications in Innovation and Entrepreneurship.

If you’d like to get in touch with Derrick after the show, feel free to reach out to him via LinkedIn at Derrick Miles.

You're listening to health innovators, apodcast and video show about the leaders, influencers and early adoptors who are shapingthe future of healthcare. I'm your host, Dr Roxy Movie. Welcome back healthinnovators. On today's episode I'm sitting with Derek Miles, who's the founderand CEO for Cormet. Welcome to the show, Derek. Thank you somuch for having me, Roxy, pleasure to be here. Awesome. Sofor before we get started, please give our audience a little bit about yourbackground and what you've been innovating these days. Yeah, so I'm a former healthcareexecutive. Spent about fifteen years in some of the nation's largest academic medicalcenters, leading operations. Became CEO at the age of thirty one. Forthe people who were watching in a state of Florida. Actually got my startat Shan's at the University of Florida once I finished graduate school. After aboutthose fifteen years, I realized, though, that man, I felt like Iwas a cage bird because I had all these innovative ideas and in healthcarethat they're not the most innovative. It's more of a me to strategy.Instead of being on the cutting edge. So I'll make all these recommendations abouthow we can approve with technology and different innovative ideas and they would shoot itdown right. And the downturn the economy, I just raised my hand there.You know, they were letting people go because the economy got so bad. We let I think nine VPS goes out. I was vpnumber nine.I for me to go. I'm becoming an entrepreneur. Had some failed venturesat first because what I understood is that I was trying to innovate in theareas that I didn't have a lot of insight. But I had a mentorgot named by the name of Fred Fisher. Anyone who goes to the University ofFlorida may recognize that name because the school of accounting is named after him. But the mentor of mine since I've been eighteen. So Fred and Ihad a conversation. Says, Derek, if you going to innovate, todo anything due in the area that you have expertise, people can pull thewall over your eyes if you're in the area that you don't know anything about. So go back into healthcare and innovate, buddy. Yeah, so what wesaw was an opportunity in the general marketplace. That was very I wasan innovative, in vogue and sexy crowd source delivery Uber Left Rub hub postmateshere in the state of Texas favor. But as healthcare is right, theyrelate to innovate. So nobody had done anything from like a crowd source deliveryperspective and healthcare. So in two thousand and eighteen, basically that's what wedid. We've been able to crowd source delivery of healthcare products like prescriptions,high end vitamin supplements, ppebd oil, immuna nutrition drinks for Abbot, andwe're really excited. Last week we actually started delivering the covid nineteen vaccines topeople's homes so they didn't have to wait and vaccine centers or drives. Sothat's what we're innovating today and that's a little bit about my background. Soso much to impact there. Let's let's do this. So first off Iwant to just say I love your analogy of, you know, entrepreneurship anda lot of ways is being a caged bird and kind of observing the meto approach. That happens really often, unfortunately, in healthcare brands. Youknow, we got a lot of fight to for, you know, buildingout differentiated strategies. You know, even just this week I had a conversationwith a client and they're like, our biggest competitor is doing this, soyou help us do it, and I'm like no, we wanted to dowhat they're not doing. Otherwise going to be a me too aw. Sotell us a little bit more about the transition, because I you know,I wondered had you pivoted your company into...

...the covid offer, or was itthat you watch the company around this business model idea and just kind of thatwhole transition that happened? You know, if, in if you started thecompany three years ago, what were you delivering and and how successful that was? That versus the demand of a vaccine today and what looks like. Yeah, so the demand and was was always there, but unfortunately most people don'tknow about community pharmacies right people are just so overwhelmed with CBS, Wallgreens andthe grocery stores, but ninety five percent of all Americans live within five milesof a community pharmacy. Community pharmacies have a couple benefits that most people stilldon't know about. So so number one is that they've always delivered to people'shomes for free. So right that to leave to get your prescriptions. Nowit's becoming a thing, but community pharmacy Ha has been doing it for years. The other thing, as two, where I want to actually mention,is that community pharmacies are the ones who create, you know, customized medicine. So if you need something unique or flavor in and your prescription for yourKiddos, that's typically done at a community pharmacy. They don't do customized medicineat CBS and Walgreens. They just put people box. So when you needsomething customized, it's already included in your insurance plan for you to go toa community pharmacy and get that service, but most people don't take advantage ofit. And then number three is the customer service experience. So once Ileft healthcare, actually became a patient of a conceier physician and it was atotally different experience for me. Instead of being, I would say, acow and a herd for like five every fifteen minutes, you're in and youand you and you're out of there, I met with my concert physician.I was there for an hour we went through so much. It was justa much better experience, right, and they look that you eye to eyeinstead of looking at the computer. Yeah, yeah, the whole view. Writeyour nail. They did look at that computer doing all that at theseregular physician office. Yeah, Yep. So I just heard like, man, I wonder if I can have the same experience if I go to thecommunity pharmacy. And I was in it happened. So I went to thecommunity pharmacy right a running around, right around the corner for my home.They're talking me and chatting me up, asking me about my family, likethis is a much better experience. Yeah. So today, when you look atcustomer experiences for brick and mortar pharmacies, the community pharmacies always ranks so muchhigher. Right. We came up with the guy, when we cameup with the idea with core met we say, Hey, what we cando is add a consier delivery piece, so you have in the end consierexperience where people they can start their concert physician go to what we call todaya consier community pharmacy, because we had have taught them how to provide thatlast mile of delivery. So we started out there with prescriptions primarily. Wealso started deliver in the number of, you know, over the counter medications. We got wind of the high end vitamins and supplements market and then CBDhit. Yeah, huge windfall, especially here in the state of Texas.So the thing that makes us unique is that, you know, when youlook at people always asked me about our competitors. I say, well,we don't have any straight up competitors because we deliver all types of healthcare products. So the fact that, you know, the covid nineteen vaccines came out,it was just an addition to what we've already been delivering. We've alwaysdelivered more than just prescriptions. So the demand was always there. But whencovid hit, of course people were home and they they're like, Oh,I want to get this delivered. So it became more popular. Rans CBSand Walgreens and everybody say, Oh, will deliver now. But yeah,we've been delivering for many, many years and we're really excited about the demandthat we're seeing for the COVID nineteen vaccine to people's homes. I just gota note a couple days ago from an...

...area here in dfw where they hadlike four thousand people who are ready to stay home and get their vaccine.So really excited about that. Yeah, yeah, other parts of the UnitedStates, Malibu, Californias an area, Scottsdale, Arizona and Miami Florida.Yeah. So so are you competing? So you be to be or BToc and are you competing with the community pharmacists and that type of home delivery? Are you augmenting maybe some of that, those services? HMM, yeah,we are augmenting. So that's the beautiful thing about a core mad isthat we have found different ways to bring new revenue to community pharmacies. Andthen again, we started we say yeah, we got this cutting his platform likeUbern lift, and it was sexy for a while. Then we realizethat for those community pharmacies are really compete, they need new patients. So weactually have a platform where we can bring them new patients, but weactually partner with the community pharmacies to bring them in the new revenue, becauseany beautiful executive, I'm quite a bit of marketing and have great relationships.So we can bring those additional relationships to a community pharmacy that receives the vaccine. We bring them the patient and we share in that revenue. So I'mglad you brought that up. So that's another thing that makes us unique.Instead of just being a straight up delivery company, we have a marketing aspectto it so that our partner pharmacies can create additional revenue, which is reallyhuge. So I've worked with community pharmacies for a long time. Some veryfamiliar with the financial pain and anguish that they've been experienced when Dir fees and, you know, just really not getting a whole lot of love in theindustry as a whole and making it more and more difficult for them to youknow, kind of keep the lights on, if you will, and they doprovide such an incredible service to their local communities that's, you know,very hard to replicate with some of the big box pharmacies like CBS and Walgreens. Yeah, so we see our role as continue to being a partner forthem. One of the things that we notice is that there's little note marketingfor Community Pharmacy. So, you know, they're small, right, so theydon't have the moneys to get on television to create these massive campaign aimsto create awareness. Right. We've been fortunate enough to receive investments from threeout of four companies that have a trained dollar market cab, which lets usknow that you have something that people are interested in. Yeah, now wejust have to make sure that more Americans are aware that they can take advantageof this service that allows them to stay home, stay safe, etc.Etc. Etc. Okay, Derek, we cannot just run skip over thatlittle comment that you made about investment from the three deferent billion dollars, threechildren dollar market gap companies. Right. So give us some insights on what'sgoing on there. Yeah. So we've been really blessed, right. So, the fact that the platform has the innovative enterprise software solution. But inaddition to the enterprise software solution, we've done a few things to continue tomake it unique. Right. So one of the things that we make veryunique is the way that we hire our drivers. Right. So our feedbackfrom our patients since day one has been ninety nine point five five star reviews. So, me being a former hospital executive, I knew that hospitals alwaysstruggled with patient satisfaction. So we this platform would be the again, thelast thing that someone experiences within their healthcare visit is what they took quickly,remember, so we wanted to make sure that that was a constantly level ofservice. So once that patient is discharge...

...from the hospital, they leave thephysician practice or whatever in their home. You want that experience to be,you know the word encouraging. Want it to be encouraging. So that wordhas gotten out. I'm going to knock on wood. And three years ofoperations we have never had an accident at all. We were very mindful ofwhen accidents occur. My brother actually works in insurance industry, so they've beenable to share some information with me and with that information we implemented it toour platform. And the last thing I think that is very interesting is thatinstead of going out and using a service like Checker for background checks, whothey're going background check on anyone? It's not very deep, right. Soif you drive uber left, were up up, checker is going to runthree background checks regardless. Yep, we thought that that was overkill. Wewanted something to do go a little deeper dive. So we partnered up witha company called Safety Pin, and with safety pin they go in much deeperand to get approved for their platform they even do behavioral and the reason thatwe started looking at safety pin is because once we decided to do like theend home, we wanted to make sure that the people were comfortable that WHO'scoming to jab them had been thoroughly background check. Right. So those aresome addition know things that we've done, I think, that have made ourplatform unique and investable. Yeah, so let's talk about some of those investors, because you've got a story there. Yeah, the first one that gotwhend of buzz was Microsoft. So you're in DFW. Microsoft was looking fora potential partner for innovative deliveries of with drones and already built out the droneplatform. We didn't make a huge investment in the drones yet because, again, healthcare is slow to innovate, so we don't want to go spend allthat money. We got time that time, but the the end of the interprocesoftware was there, right, so they decided to utilize us to partner. That was number one. And then Google identify the top seventy six startupsback in October of two thousand and twenty, and Cormet was included in that.And then we're actually it's pretty easy to figure out, I think,but we're waiting to sign some paperwork, for the third company to have atrain on a market cap, for us to do a pilot again around helpingpeople get their healthcare products to homes same day. Nice. So how doyou think? Okay, so I can tell you. One of the thingsthat our listeners and viewers are going to want to know is how did thathappen? How did you get on the radar of companies and investment companies likeMicrosoft and Google? You know, what is it? Just you know,so a God thing? Is it luck, or is it you know, whenyou look back in hindsight, you can go, okay, well,here's some, you know, strategic decisions that our company made that help facilitatethat. Well, you can't get around to God thing. I have on'mglory to God on that. But number two, what we did? Soour first year of operations we had a night. So here's let's go tothis. Right. So one thing we find out really early was how tomake money on each delivery. Right, UBERLYF broupub none of them have figuredthat out yet. Right with an in the first six months. Right.Well, first year of operations we had nice little margins, but nobody knewwho we were. So as a board we made a decision that we wouldspend that second year of margin on marketing. Yes, started spending money on marketing. Yeah, people start hearing about core man, you know, allover the country. I mean I got a text from a friend I haven'ttalked to him ten years yesterday's is man. I've been reading about all this goodpress you've been getting. I'm like, how, where did he find outit was? It was the marketing...

...that we went ahead. Marketing works, Derek. I mean I don't and why so many healthcare brands are soresistant to it. I mean you can have a whole hundred billion dollar companyand they're like, okay, well, we got a Twentyzero marketing budget.I'mlike, why are you doing yourself this disservice? Yeah, so that workedand we're also, and you know, as when these moneys come in,we're looking to bring in a, at least at the beginning and fractional chiefmarketing officer, only because, again, because health care is slower to innovateand we know that's where the volume truly is. Of you go into acommunity pharmacy, is TVs or Walgreens, you may find one pharmacists to atmost. Yeah, I'm there, but a hospitals there's three thousand, forty, fifty, a hundred pharmacists in a hospital. So the volume is there. So you want to be able to get that business. So I amhappy to communicate that. We lend in our first, I would say largehospital. So we say hospitals are finally coming on board with our platform.And again we take that information from that pharmacy who wants that five star deliveryservice for their patient as going through tell a health or being discharge, andwe take them to the closest community pharmacy to their home, which make thatwhich allows them to get free delivery. Right. So that patient is happybecause their home from the hospital at nine, they got their prescription at their doorat twelve. The Independent Pharmacy or community Pharmas is happy because they gota brand new patient they didn't have before and of course core man is happybecause we're making a delivery. Sure, sure, Yep. So Win,win, win at that. That's what we've done to create a, youknow, quite a bit of head win and relationships. So from a marketingstandpoint, you know obviously that is a very broad and deep discipline. There'sa whole lot of channels and tactics and strategies that you can deploy, youknow, for any given company to build that awareness right. It's not goingto necessarily look the same from company to company. So, in hindsight,are there are some things that you invested in that maybe you know, youthought were going to work really well and didn't, and so our audience canlearn from that, and or some things that you think really helped elevate theawareness of your company in your offer? Yes, I'll tell you what Ilearned many years ago from from a story, even when we're back in like MiddleSchool, is Paul Revere. I was just sitting around thinking about PaulRevere and and I and I realize that Paul Revere wasn't the only person whowent out and it was yelling at British are come into, British are coming. There were other people doing the same thing. Paul Revere had a strategy, though. Paul revere went out and told all the people of influence thatthe British are come in, the British are coming, and guess what happened? Those people have been influenced. Other people have influence at the British arecoming, and that's what kept happening. So they are you trying to saythat Paul Revere was using influencer marketing? He was using influencer marketing hundreds ofago. I love it, all right, tell us more. I tell usmore, and that's what we do when we launch in the market.Right. So case in point, let me say here locally, Michael Johnson, the former Olympic two hundred four hundred sprinter, actually lives in mckinney,Texas. Has a athletic facility here, but he lives in but he alsohas a home of Malibu, right. So we us our relationship with himto get into the Malibu market right of his influence. Then in the MiamiMarket we've utilized the Harvard bus. We have a fraction of chief financial offerserwho went to Harvard Business School. So he used his connections within the HarvardBusiness School Network in South Fllorida. That...

...got us a lot of visibility inthat area. Yeah, and lastly, we utilize like magazines, like magazinethat I really like called modern luxury for fluent families and the like, andwe've been utilized in that platform for over a year now you reaching out tovery influential people and influential people. What we what we understand, what ourplatform is that, especially when it comes to delivery, your best customers arethe ones who have time constraints. It's not about you know, they likethe fact that it's free, but they're like, Hey, I'm really busy, I don't have time to go to the CPS walgreens. I need thisservice so I can keep working and I can keep making some money whatever.Right. Yeah, that is our customer, and so that's why we use platformslike modern luxury to to promote what we're doing and get the word outto other people who who have become our customers over the year. So whatwe like about modern luxury is that they have markets across America that we wantto be in. California, Los Angeles, Scottsdale, Arizona, Miami, Dallas, any any area with a number of fluent individuals, they're there andwe've been able to use that platform consistently for over a year now. HMM. Okay, so let's talk a little bit about Your Business Model. Imean, is that something that has evolved over time? Is that something thatyou you know, may be struggled with in the beginning when you talk aboutlike you know, other people maybe couldn't figure out that that model that wasgoing to be really feasible and viable. So let's just talk about that alittle bit. Yeah, so the first business model, what we figured outis, and this is we also have some help. So, in additionto the investments from the the big companies we trade on the market caps,we also participate in a some of the nation's best start up accelerators and oneof the start up accelerators here in state of Texas is called Capital Factory.They put us in their VIP accelerator. Yeah, well, learn from thereis that the margins for delivery were quite small. Typically, we as coremeate because, you know, we do the work as far as we havea software, we find the patient who needs to delivery. We keep thirtypercent of every delivery. The driver keeps seventy percent, okay, which theyconsider a take rate, is really small when it when it comes to margin. So we we saw that there was an opportunity for us to get moremargins and being in different areas, and I'm thinking that's one of the reasonswhy Uber and lift is continue to struggle is that they based their platforms solelyoff the delivery aspect of the business and there's other aspects of the business thatare much more profitable. And I want to tell anyone because, you know, one thing I've learned about those big companies is that they will see anopportunity, they're going to go for and they have a lot more money thanwe do. Right, Yep, you know, disclose anything. We don'tneed to know your sauce, I get it. What we've learned that therewas other, several other opportunities for us to provide value to community pharmacies wherethe margins were much bigger, HM, and we've been able to take advantageof them. And what we've learned is they've been able to create, youknow, really iron class partnerships, because we are partners. When you lookat the income statement of typical delivery, it sits at the bottom as anexpense. But now when it look at a partnership with core met, nowcore met is actually bringing them new revenue. So yeah, at the top asan income generator and we said it a bottom as an expense. Butyou're going to have a much better relationship with someone who bringing you revenue thanthere's always just expense, right. So those are the things that we've beenlearning over the last couple of years as he doesn't survive because the big,big companies, and we talked to him. You know, about potential partnerships,and typically what happens is they're really looking for a way to do itthemselves. They'll say, hey, we're...

...look in a partner, but reallylooking forward to your way to get access to your ideas into it themselves.We've learned our less yeah, right, right, hey, it's Dr Roxyhere with a quick break from the conversation. Are you trying to figure out whatmoves you need to make to survive and thrive in the new covid economy? I want every health innovator to find their most viable and profitable pivot strategy, which is why I created the covid proof your business pivot kit. Thepivot kit is a step by step framework that helps you find your best pivotstrategy. It walks you through six categories you need to examine for a threehundred and sixty degree view of your business. I call them the six critical pivotlenses. As you make your way through this comprehensive kit. You'll bearmed with the tools, tips and strategies you need to make sure you canpivot with speed without missing out on critical details and opportunities. Learn more atlegacy DNACOM backslash kit. So you know, when you and I before we startedrecording, you and I were just having a little, you know,chat, and I asked you what we normally ask someone when we first encounterthem, and it's how you're doing, and you said I'm encouraged. Yeah, and you don't share that response very often. So tell us the lowdownabout this, about being encouraged. Well, I'm think you're ready for this,because this is a story. I just told you the cliff notes version. But I experienced a great deal of success as a healthcare executive really earlyin my career, like thirty one, you know, being a CEO.That the lot of responsibility for someone that young. Yeah, when I becamean entrepreneur, I started to experience something I had an experienced before, andthat was failure. I started failing like all get out and I didn't knowhow to respond to it. So I remember one day I had just hadenough and I was like, you know, I'm going to end my life becauseI don't have any reason for living anymore, because I'm a failure,that I was going to end my life. I got three phone calls from friendsout of the blue and they were like hey, Derek, I don'tknow what's going on, I just felt the need to call you today togive you a word of encouragement. And at the end of those three phonecalls I was encouraged and there was no need for me to end my lifeanymore and I realized the power of a word of encouragement. So that dayI decided that you know what I'm going to do? I'm going to starta company one day and then we're going to encourage people, and that's whatwe do with in Corman, as I mentioned you before. When people lookat core mad they think at the beginning that cel you are stands for courier. It does not. In the middle of the word of encouragement of CEOyou are. So we're encouraging people with medicine. Yeah, so every timethat we send an SMS message to someone that's going to receive their covid nineteenvaccine or prescription, that the bottom of that text message. It says beencouraged. Every time we pay our drivers every Tuesday, but by Zel tellyou their amount they got paid at the bottom says be encouraged. Every barcoded delivery label that goes out thousands of a day has people's names on it, their address and the bottom and says being encouraged. So we understand,understand the power of a word of encouragement. As I mentioned before, yeah,struggling the number of areas of their life and they all could use aword of encouragement. We just don't communicate that. We need to be encouraged. So we see it as our road to share a word of encouragement ona daily basis. And as we grow our company, I'm very adamant,and as we're getting ready to bring in these resources and bring it in theresources, we're going to grow our team. So one of the things that I'mworking on right now is building a culture that is so strong and soencouraged focus that if someone gets in and...

...they're not about encouraging others, theyjust selfselect out because it's just going to be overwhelming. Right, right,yeah, this is your responsibility to encourage someone and I just said the guyknow what, I bought his bookeys and I says, I'm going to buyyour book because I want to, I want to encourage you. Yeah,HMM. Wow. Okay. So, you know, for entrepreneurs, asyou know and as you kind of indicated here, it can be a very, very lonely, very difficult journey. You know, we like to comeon shows like this and talk about all the highlights, right, you know, the the edited at version of how we built and commercialized our innovations.You know what, we made this decision and it was great, this decision, it was great, and here we are and we were successful and youknow, we just kind of emit a lot of the failure and a lotof the struggle. And so thank you for being so candid about that momentthat you encountered and I want to just kind of pause for a minute andgive you an opportunity to share a word of encouragement to our viewers and thisbecause you know, you know, these are these are your peers that arelistening and watching the show, and you know there's things like the Valley ofdeath, the trough of sorrow. These are real phenomenons that innovators tend togo through at some point in their journey. So share some encouragement. What doyou say to do those folks? Yeah, so what I didn't knowat the time, right, is that failure is part of the success journey. Is Going to happen? Yeah, in this country we do not celebratefailure. I was going to write a book one time. I still madedo it, and it's going to be about people said the greatest failures ofall time, and they're going to be some of the most successful people you'veever heard of, but it would go into those areas in their life withthey just failed like haul get out. You know, right, right,noll made it. So failure is a part of the success journey. Thereis nothing wrong with failure. You learning failure. I just did an articlethe other day when I mentioned that core Mat we decided to bring on aconsulting firm who most people would have said it was a favure. They haveto start up, they got their revenue, was attacked by one of the bigcompanies, which they typically do right, and they didn't have multiple revenue verticals. So that company basically went away. Right, Yep, we learned fromtheir failure. So once we got our name out, there. Thebig guys tried to come after our revenue stream, but we had multiple streams, so it gave us an opportunity to create a competitive response. We learnedfrom their failure. We're going to continue to bring on people on our teamto just have to make sure that they're encouraged, though, that you canget a lot further learning from someone's ex failures than experiencing the failures yourself.So fathers not bad. You're going to go through it, except it,embrace it. Successes around a corner. Yeah, yeah, absolutely. Well, thank you so much for that and it's so true. There's a anebook that I created during covid to encourage entrepreneurs and it was a story ofeleven successful pivots, and so it was a number of companies, common brandsthat we're really familiar with. The way just know the success story and wedon't know is that a lot of those were, you know, a shoestring away from their complete demise and in their act, Yep, right,and in their active desperation to keep the lights on, to make payroll,to Oh my gosh, how are what are we going to do? Whateverit was that they came up with, whether it was. They change theirtarget customer, they change their business model,...

...they change the vertical, whatever itwas that that actually ended up being that desperate, that desperate strategy endedup being actually the recipe for success, and it's just, you know,we don't really talk about those stories enough. I agree. Yeah, yeah,and get there. I will send it to you after. It's onour website under resources, but I will be sure to send it to youas a follow up here. So let's just talk about culture for a minute, because this is something that I think is really important. You know,I'm a firm believer that culture starts from the top and it start it's dayone. A lot of times you have innovators who are really really consumed withthe technology and building that outright, kind of thinking more like product or technologyfirst, or even customer first, which is, you know, a goodstrategy, a good approach, and thinking about culture like down the road,when I have time, when I get a little bit bigger, when Ihave the resources. So just talk a little bit about when you started thinkingabout culture and how you think that really has shaped some of your commercial success. Yeah, just as you mentioned, it was day one. I realizethat encouragement is a need and if we're going to encourage that in user,that means we have to have people on our team that are encouraged, right. Yeah, so we're very I don't want to say my oped, butwe're very mindful of individuals who are brought on our team and every Wednesday Ihave a stand up for our team. M I make sure I continue tocommunicate that message every Wednesday. It is not something that we just talked aboutone that is every Wednesday. We're in this business. People who are receivingservices from US are sick. Right, they're getting they're getting a prescription isright, the last thing that you can take before you're actually admitted to thehospital. People not taking that into consideration. These people are sick, so theyneed to be encouraged. So if we're talking to our customer, whocould be a community pharmacy, could be a hospital, in the back ofyour mind we need to create an encouraging experience. If we're talking to apatient and their prescription maybe late because we have ninety nine point five, fivestar ratings, have to consider they're sick. They're not, they're not calling youto bug you. They have a condition. That they need relief from. So is that mindset of that we put into the people's every day thinkingand way of working. That has been working for us. But now,as we're about to take on, you know, capital, so our teamis about to grow. I'm doing it even more often. So the nextthing that we've engaged with, even though we have ninety nine point five percentfive star delivery, we're partnering with the Rich Carlton Leadership Center so that wecan take our service even to the next level. Right. So I dida photo shoot in Sunday hours beach proud outs out of Miami about two weeksago and I was just amazed on the service at the rich Carlton. I'mlike, well, this is what we can do with core, mad letslet's make this partnership so we can just keep keep growing, growing, soagain, it's every day with individuals. Even the emails I just noticed onmy team there's I have an encouraging day. Being courage is just become part ofour culture and who we are. So it you know, what Ihear you saying is that you know your past experience around meeting that encouragement hasreally been a key driver of how you view your company and how you're intentionallyinstilling encouragement as part of your culture and how you're intentionally trans transferring that fromemployee to employee, right, not just...

...from the top right, permeating thatsupport and then also going back to your experience with concier medicine and recognizing,you know, the experience part of it and and how important that is.So I mean that those are great strategies and tactics for our audience to listenand take into consideration on whether that makes sense for their companies as well andin it and if it's you know, it may be different, right,there may be a different cultural value, but but just the importance of howyou permeate that, build it and maintain it throughout the different growth phases ofthe company. Right. Yeah, one thing I've always remembered, as peopleremember individuals who make them feel, and I will I would say, encouragedand and that's what we can tend to do on a daily basis. Wewant people to feel encouraged after the experience core met. Yeah, so,Derek, how do you stay encouraged? Are Or are there any books thatyou've read that have been really instrumental and maybe it's wisdom, maybe it's inspiredinspiration. Any podcast you know? Is there? People? You know it? How do you stay encouraged? Yeah, I've been tremendously blessed. When Ileft Corporate America I've met to guys who entrepreneurs and they just took meunder their wing. I mean I knew them, but it was something thatthey say, Hey, Derek, we're going to take you under our wing, the very successful and a millionaires and their s and they said I wasthere type of guy. So over the last ten years, before this callI was talking to one of them and we have an opportunity to talk forthirty minutes and share what's going on in our lives and that encourages me.HMM HMM. It's been time with one of them at his office yesterday andthen this morning with another one. Yes and story. We all lived inNorth Carolina and then I had got recruited to Dallas because there was a notfor profit wanted to build hospitals. Again, going back to my former life,they wanted to hospitals in Africa and I said, man, that's agreat opportunity and never been to Africa, I think that would be a greatexperience for me. But the headquarters was here in Dallas, so I hadto move to Dallas. And once entrepreneurs heard I was moving to Dallas,do you know what they did? But they moved their families to Dallas.What? Yeah, okay, that's crazy. You don't hear that every day.I mean that's a lot of love, a lot. Yeah, we're allhere, so we didn't have to, you know, struggle to find outwhere we fit in the culture. We had the you know, thethree that was not easily broken. Yeah, yeah, there's a book that Iread that has encouraged me over the years as called a hundred and seventyseven mental goodness, Gracious, a hundred and seventy seven mental toughness secrets ofthe world class. One hundred and seventy seven mental toughness secrets of the worldclass. I share that with anyone. Everyone on the Cormette team must readthat book. Okay, especially norship. As I we work with a greatdeal of interms and it's a shift. So I went to one of thebest programs and health administrations, but it's primarily around acute care, working inhospitals. But we're in startups entrepreneurship. It takes a different mindset. Sothat book prepared your mind for something outside of a cute care so really focusthem on that particular book. I read it several times a year. Okay, it's between. I mean it is like the best book for thinking.I've never heard of it and I'm definitely going to grab a copy of it. I'm an avid reader. And Yeah, the mindset is really where it begins. Without the right mindset you can't...

...build a successful company. Yep,so we use that books. Are Everyone on our team, and I don'tconsider myself to have followers. Know it, but in cornmate, we build leaders. So our goal is, yeah, you can work for us for awhile, but my goal is to build you up so one day thatyou can go out and do it for yourself. Well, and I'm surethat you know because of your success so early on, right being the CEOof a company at thirty one years old. You know, it seems like youalso have personal experience with someone that had faith and confidence in your capabilitiesas a young leader, and so then being able to instill that in otherpeople and also recognizing that leadership is really not even about position, right.I mean you could be a frontline employee and your leader. Everyone is aleader. Yeah, it's what's the one thing that I always you know,I share with my wife quite a bit. I'm like, you know, peoplefollow individuals not because of titles, right, because they see something inthem that they want. So I understand. Within me, I said, there'sa there's a river flowing in me. There's this, you know, theconstant activity, there's action, there's enthusiasm, there's motivation and people wantthat for themselves. If I wasn't, if I wasn't a leader, thatwill there will be people who want to be around that, right. Yeah, yeah, it doesn't. Doesn't have anything to do with your position.Has To do with who you are, what you're doing, what you exute. Others that people want to follow. But again, with me, Ihave no followers. I was talking to a lady on I did a videothink on Tuesday. She says, Derek, you don't have any followers on Linkedin. I said don't want any followers on linked in. Bill leaders.We bill leaders for me. Yeah, yeah, that's interesting. Okay,Derek, thank you so much for sharing so much of your story and anecdotalstories and just hander with our audience. How To folks get ahold of youif they want to touch base and learn more about your company, or howto not become one of your followers, but be part of your network sothey can be encouraged. Yeah, so I think the easiest way is linkedin. We do have a linkedin page for core man. I'm out there.I have I can share a link with you and you maybe you can sharethat with the audience. Yeah, what else do I have? I havea haystack, so I don't have any business car. So again, we'reinnovative company and we use Haystack. Just press a button I can share mycontent text message or email. Awesome. All right. Well, what's sofor people that don't know what Haystack is, tellum. Yeah, so haystack isan APP that as an electronic business car. So when we looked at, you know, bout a bunch of business cars. Let's be honest,people brow business cars away. Are there? They don't keep them with them,right, so you just started a stacks of business card. So Itend to keep them, but about eight, ten years old and I haven't lookedat them and I can't tell you what about waste of money and,you know, cutting down the trees. Let's do electronic business cars. Peopledo they have all of our information? Haystack is out of Australia. We'vebeen using them for probably three years now. I think it's someone like seven booksa month. And Yeah, I really like that much better. Well, you know, and I think two things. One, you know,when your startup company, every dollar counts. Says, saving some money there.And you know, the other thing is that it's a it's a smallexample, but it is a big example at the same time of being aninnovative company. Right. You know, I know we need to wrap uphere, but you know, this is...

...another one of my soap boxes rightwhere you've got this company that's talking about this innovative it, you know,thing that's changing the world, there's nothing else like it on the market.And then you look at their marketing, you look at all their communication,everything about them, and you're like, wait a minute, everything looks sostale, so tried, so true. So me too. But yet you'retrying to convince me and all your target customers that you're this innovative company andnot really realizing that all that matters yeah, the one last thing. We havenot one piece of paper in the entire for everything's electronic. Wow,yeah, down, we're good. I mean, you know, we justgo to another computer, polit right. Right. Yeah, that's huge.You know here that very often. So you know. All right. Sowhen I think about it, like you know, what's the secret to yoursuccess? Go Digital. I mean, obviously there's a lot of layers.There be a hundred percent digital. There's said about that. Yeah, Imean it's scalability, right. I mean, think about it, is like anice to have, but then you really think about it longer and you'relike, no, the this is a must have digital transformation, really beingable to scale. It starts with that type of mindset. Yes, yeah, awesome. Well, thank you so much, Derek. I have thoroughlyenjoyed our conversation today. My pleasure. Dr Roxon, thank you so muchfor listening. I know you're busy working to bring your life changing innovation tomarket and I value your time and attention. To get the latest episodes on yourmobile device, automatically subscribe to the show on your favorite podcast APP likeapple podcast, spotify and stitcher. Thank you for listening and I appreciate everyonewho shared the show with friends and colleagues. See You on the next episode ofHealth Innovators.

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