Health Innovators
Health Innovators

Episode · 6 months ago

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


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.

I you're listening to health, innovators,a podcast and video show about the leaders influencers and earlier doctorswho are shaping the future of health care on your host. Dr Roxy Movie Welcome Back Health Innovators ontoday's episode, I'm sitting with Deryck Myles who's, the founder and CEOfor Cormet. WELCOME TO THE SHOW DEREK! Thank you so much for Heaven Me RoxyPleasure to be here awesome so for before we get started. Please give ouraudience a little bit about your background and what you've beeninnovating these days yeah. So I'm a former health care executive spendabout fifteen years in some of the nation's largest academic medicalcenters. Leading operations became CEO at the age of thirty one for the peoplewho were watching in a state of Florida actually got my start at Shands at theUniversity of Florida. Once I finished graduate school after about thosefifteen years. I realized, though, that man I felt like I was a cage bird,because I had all these innovative ideas and then health care they're, notthe most innovative. It's more of a an me too strategy, instead of being onthe cutting edge. So I'll make all these recommendations about how we canapprove with technology and different innovative ideas, and they will shootit down right and the down turn of the economy. I just raised my hand they.You know they were letting people go because the economy got so bad. We letI think nineve goes out. I was VP number night for me to to go. O becomin entrepreneur had some failed ventures at first,because what I understood is that I was trying to innovate in eras that Ididn't have a lot of insight, but I had a mentor organ name by the name of FretFisher. Anyone who goes to university to Florida may recognize that namebecause the school of a counting is named after him, but the mentor of minesince I've been eighteen, so fred and I had a conversation- says Derek ifyou're going to innovate or do anything dude in the area that you have expertTis people can pull the wool over your eyes. If you're in an area that youdon't know anything about, so go back into health care and innovate buddyyeah. So what we saw was an opportunity in the general market place that wasvery, I was say, innovative in a vogue and sexy Crowtown, the state of Texasfavor, but as health care is right, they relate to innovate. So nobody haddone anything from like a crowd: Swich delivery perspective and health care.So in two thousand and eighteen basically, that's what we did- we'vebeen able to crowd so with the live. Your health care products likeprescriptions, high in vitamin supplements, P, P E C, B D, Oil,amunitiion drinks for Abbot and we're really excited. Last week we actuallystarted delivering the Covin nineteen vaccines to people's homes, so theydidn't have to wait and vaccine centers or drive through. So that's what we'reinnovating today and that's a little bit about my background, so so much toimpact there. Let's, let's do this so first off, I wanted to say I love your analogy of you know,interpretership and in a lot of ways, is being a cage, bird and kind ofobserving the the me to approach that happens really often, unfortunately, inhealth care Brians. You know we got a lot of fight, for youknow, building out differentiated strategies. You know. Even just thisweek I had a conversation with a client and they're, like our biggestcompetitor is doing this. So can you help us do it and I'm like? No, we wanted to do what they're not doingotherwise it's going to be a metal, so so tell us a little bit more aboutthe transition, because I you know, I...

...wondered: Had you pivoted your companyinto the ovid offer, or was it that you watch the company around this businessmodel idea and just kind of that whole transition? That happened. You know ifyou started the company tre years ago. What were you delivering a d and howsuccessful that was that versus the demand of a vaccine today and what itlooks like? Yes, so the demand was was always there, but unfortunately mostpeople don't know about community pharmacies right. People are just sooverwhelmed with CS and Wall Greens and the grocery stores. But Ninety fivepercent of all Americans live within five miles of a community pharmacy.Community pharmacies have a couple of benefits that most people still don'tknow about, so so number one is that they've always deliver to people'shomes for free. So I mean to leave to get your prescriptions now, it'sbecoming a thing, but community pharmacys been doing it for years. Theother thing as two more I want to actually mention is that communitypharmacies are the ones who create. You know customized medicine. So if youneed something you need or flavor in and your prescription for you kid Os,that's typically done at a community pharmacy. They don't do customizemedicine at CS and walkings. They just let pillot. So when you need somethingcustomized, it's already included in your insurance plan for you to go to acommunity 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 health care actually became a a patient of a conser physician and itwas a totally different experience for me. Instead of being, I would say, acow and a herd for like if every fifteen minutes you're in and you canyou and you're out of there, I met with my cosser physician. I was in front ofour went through so much. It was just a much better experience right and theylooked at you eye to eye. Instead of looking at the computer, yeah yeah thewhole you right, you nail, they just look at it computer and doing all thatat these regular physicians, Yeah Yeah. So I just heard like men. I wonder if Ican have the same experience. If I go to the community pharmacy and I was-and it happened so I went to the community pharmacy right around inround right around the corner from my home they're talking and chatting me up.Ask me about my family like this is a much better experience. Yeah, thoughtoday, when you look at customer experiences for brick and mortar pharmacies, thecommunity pharmacies always rank so much higher right. He came up with theguy when we came up with the idea with Corman say hey. What we can do is add aconser delivery piece, so you have a en in conser experience with people, theycan stop their conse physician. Go To what we call today contour communitypharmacy, because we have taught them how to provide that last mile ofdelivery. So we started out there with prescriptions. Primarily we alsostarted deliver in the number of you know or the counter medications. We gotwind of the high end vitamins and supplements market and then C VD hityeah huge windfall, especially here in the stateof Texas. So the thing that makes us unique is that you know when you lookat people, always ask me about our competitors, I say: Well, we don't haveany straight up competitors because we deliver all types of health careproducts. So the fact that you know the Covin nineteen vaccines came out. Itwas just an addition to what we've already been delivering. We've alwaysdolittle it more than just prescriptions, so the demand was always there, but when covehit, of course, people were home and then there like. Oh, I want to get thisdelivered, so it became more popular. You like yes and Wall Greens andeverybody say: Oh we'll deliver now, but yeah we've been delivering for manymany years and were really excited about the demand that we're seeing forthe code nineteen vaccine to people's homes. I just got to know a couple daysago from an area here in de F W, where...

...they had like four thousand people whoare ready to stay home and get their vaccine, so it really interea an otherparts of the United States, Malibu Californias, an area scotta Arizona andMiami Florida. So so are you competing? So you be tobe your bce and are you competing with the community pharmacist in that typeof home delivery? Are you augmenting? Maybe some of those services yeah? We are all mention. So that's thebeautiful thing about a Corman is that we have found different ways to bringnew revenue to community pharmacies and then again, when we started, we say o. We got this cut in asplatform like ubre lived and it was sexy for a while. Then we realized thatfor those community pharmacies a 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 newrevenue, because I enegertic I'm not a bit marketing and have greatrelationships. So we can bring those additional relationships to a communitypharmacy that receives the vaccine. We bring them the patient and we share inthat revenue. So I'm glad you brought that up. So That's another hing thatmakes us unique, instead of just being a straight up delivery company. We havea marketing aspect to it, so that our partner pharmacies can createadditional Revenu, which is really huge. So I've worked with communitypharmacies for a long time, some very familiar with the the financial pain and anguish thatthey've been experienced with Dir fees, and you know just rent getting a wholelot of love in the industry as a whole and making it more and more difficultfor them to you know kind of keep the lights on if you will and they doprovide such an incredible service to their local communities. That's youknow very hard to replicate with some of the big box pharmacies like bs andwall grains yea, so we see our role as continued to be an a partner for them.One of the things that we notice is that there's little no marketing forcommunity pharmacy, so you know they're small right, so they don't have themoney to get on television to create these massive campaigns to create awardens. Nice E we've been fortunate enough to receive investments fromthree out of four companies that have a train on the market cab which lets usknow. You have something that people areinterested in yeah now. We just have to make sure that more Americans are awarethat they can take advantage of 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 die billiondollars: three chillin dollar market cap companies right so give us someinsight on what's going on there yeah, so we'vebeen really blessed right. So the fact that the platform has the innovativeenterprise software solution, but in addition to the enterprise softwaresolution, we've done a few things to continue to make it unique right. So one of the things that we make veryunique is the way that we hire our drivers right, so our feedback from ourpatients since day one has been ninety nine point: Five, five star reviews, some being a former HOSCO executive. I knew that hospitals always struggledwith patient satisfaction, so we this platform, would be the again. The thelast thing that someone experiences within their health care visit is whatthey typically remember. So we wanted to make sure that that was a consilialevel of service. So once that patient is discharged from the hospital theyleave the physician practice or...

...whatever in their home, you want thatexperience to be. You know the word encourage if you want it to beencouraging, so that word has got now: I'm Goin toknock on wood and three years of operations. We have never had anaccident at all. We were very mindful of when accidents occur. My brotheractually works an insurance industry, so he's been able to share someinformation with me and with that information we implemented e to ourplatform and the last thing I think that is veryinteresting- is that, instead of going out and using a service like Checkerfor background checks who they were going background check onanyone, it's not very deep right. So if you drive over lift rub hub, checker isgoing to run three background checks regardless. Yes, we thought that thatwas over kill. We wanted something to do, go a little deeper dive, so weparted up with a company called safety pin and with safety pin they go in muchdeeper and to get approve of their platform. They even do behavioral andthe reason that we started looking at safety pin is because once we decidedto do like the in home, we wanted to make sure that the people werecomfortable, that WHO's coming to jab them have been thoroughly backgroundcheck right. Those are some additional things thatwe've done. I think that have made our platform unique and invest ible yeah. So so,let's talk about some of those investors because you've got a story.There yeah the first one that got wind of us wasMicrosoft, so your nd F, W Microsoft, was looking for a potential partner forinnovative deliveries of with drums a already built out the drawn platform.We didn't make a huge investment in the drums yet because again, health care isslow to innovation. We didn't want to go, spend all that money. You got timet time, but the the in the enterprise softwarewas there right, so they decided to utilize us to partner that was numberone, and then Google identify the top seventy six startups back in October oftwo thousand and twenty and Cormet was included in there and then we're.Actually it's pretty easy to figure out. I think,but we're waiting to sign some paper work for the third company that has atrain on a market cap for us to do a pilot again around helping people gettheir health care products to home same day nice. So how do you think? Okay?Because I can tell you one of the things that our listeners and viewersare going to want to know is: How did that happen? How did you get on theradar of companies and investment companies like Microsoft and Google?You know, is it just you know a god thing. Is it luck or isit you know when you look back in hindsight, you can go okay. Well,here's some! You know strategic decisions that our company made thathelp facilitate that. Well, you can't get around to God thing. I have happyon in glory God on that, but number two, what we did so our first year ofoperations, we had a nice so his he let's go to this right. So one thing wefigure out really early was how to make money on each delivery. Right, Oberlive rubub. None of them have figured that out yet right. That was in in thefirst six months right our first year of operations, we had nice littlemargins, but nobody knew who we were so as a board. We made a decision that wewould spend our second year of margin on marketing heat started spendingmoney on marketing. Yeah people start hearing about cor man, youknow all over the country I mean I got a text from a friend I haven't talkedto him. Ten years yesterday says man, I've been reading about all this goodpressure been getting I'm like how? Where did he find out it?...

It was the marketing that we went asmarketing works. Derec I mean I don't Ietan why I so many health care brandsare so resistant to it. I mean you can have a hope, billion dollar company andthey're like okay. Well, we get a twenty thousand dollar marketing budgetand like why are you doing yourself this disservice yeah? So that worked and we're also in-and you know as when these moneys come in we're looking to bring in a at leastat beginning a fraction, a chief marketing officer only because againbecause health care is slower to innovate in and we know that's wherethe volume truly is. If you go into a community pharmacist, vs or Wall Grins,you may find one pharmacist to at most ye're, but a hospitals is third, forty,fifty hundred pharmacists in a hospital, so the volume is there. So you want to be able to get thatbusiness. So I am happy to communicate that we landed our first, I will saylarge hospital, so we say hospitals are finally coming on board withoutplatform. And again we take that information from that Farmacia wantsthat five star delivery service for their patient as going through, tell ahell or being discharged, and we take them to the closest community pharmacyto their home, which make that which allows them to get it for deliveryright so that patient is happy because they're home from the hospital at nightthey got their prescription at their door at twelve, the independent farmAncor community farmers is happy because they got a brand and patientthey didn't have before and of course, core man is happy because we're makingan delivery so to im YEP. Also when, when win it that that's what we've doneto create, you know quite a bit of head win and relationships so from amarketing standpoint. You know, obviously that is a very broad and deepdiscipline, there's a whole lot of channels and tactics and strategiesthat you can deploy. You know for any given company to build that awarenessgrade. It's not going to necessarily look the same from company to company.So in hindsight, are there some things that you invested in that? Maybe youknow you thought we're going to work really well and didn't, and so ouraudience can learn from that or some things that you think reallyhelped elevate. The awareness of your company and your offer. Yes I'll, tellyou what I learned many years ago from from a story you know, even when we'reback in like middle school is Paul Revere. I was just sitting aroundthinking about Paul, revere and, and I and I realized that Paul Reger wasn'tthe only person who went out and was yelling that British and come in theBritish would coming there were other people doing the same thing. Paler Verehad a strategy, though power beer went out and told all the people ofinfluence that the British are come in. The British are come in and guess whathappened? Those people have been influence, told other people ofinfluence that the British were coming and that's what kept happening. So nowyou trying to say that Paul Revere was using influence or marketing he was using in influencer marketinghundreds as ago. I love it all right. Tell us more tellus more and and that's what we do when we launch in the market right so casein point. Let me say here locally, Michael Johnson, the former Olympic twohundred four hundred sprinter actually lives in MC Kinney. Texas has aathletic facility here, but he lives in, but he also has a home Amalapa right.So we ted our relationship with him to get into the Malab market right causeof his influence. Then, in the Miami Market we've utilized the Harvard this.We have a fraction of chief financial offerer who went to Harvard BusinessSchool. So he used his connections within the Harvard Business SchoolNetwork in South Florida, O that got us...

...a lot of visibility in that area, yeahand Ale. We utilize, like magazines like magazine that I really like calledmodern luxury for fluent families and the like, andwe've been utilizing that platform for over a year now you're reaching out tovery influential people and influence you people. What what we understandwith our platform is that, especially when it comes to delivery,your best customers are the ones who have time constraints it's not about.You know they like the fact that it's free but they're, like hey, I'm reallybusy. I don't have time to go to the CVSTOMS. I need this service, so I cankeep working and I can keep making some money whatever right. We, that is ourcustomer, and so that's why we use platforms like modern luxury to topromote what we're doing and get the word out to other people who havebecome our customers over the year. So what we like about modern luxury isthat they have markets across America that we want to be in California andLos Angeles, Scotale, Arizona, Miami Dallas any any area. With a number offluent individuals there there and we've been able to use that platformconsistently for for over a year now m okay. So so, let's talk a little bit aboutYour Business Model, I mean: is that something that has evolved over time?Is that something that you, you know, may be struggled with in thebeginning? When you talk about, like you know, other people, maybe couldn'tfigure out that that model that was going to be reallyfeasible and viable. So let's just talk about that. A little bit yeah, so thefirst business model. What we figure it out is- and this is the also have somehelp so in addition to the investments from the big companies which trade all themarket caps, we also participated in some of the nation's best start upaccelerators, and one of these got a big celebrators here in the state ofTexas called Capital Factory. They put us in their VIP accelerator a whatlearned from there is that the margins for delivery were quite small. Typically, we as cordate, because youknow we do the work. As far as we have a software, we find the patient whoneeds to delivery. We keep thirty percent of every delivery. The driverkeeps seventy percent. Thirty percent, which they consider a take rate, isreally small when it when it comes to margin, so we we saw that there was anopportunity for us to get more margins and being in different areas, and I'mthinking that's. One of the reasons why Uberant is continue to struggle is thatthey based their platform solely off the delivery aspect of the business andthere's other aspects of the business that are much more profitable, and Iwant to tell anyone, because you know one thing: I've learned about those bigcompanies is that they will see an opportunity they're going to go for,and they have a lot more money than we do yeah. You have to disclose anything.You don't need to know your thought that I get it. What we learned that there was otherseveral of their opportunities for us to provide value to communitypharmacies where the margins were much bigger and we've been able to take advantageof them and what we've learned is that been able to create? You know reallyiron plat partnerships, because we are partners. When you look at the incomestatement of typical delivery, it sits at the bottom as an expense, but nowwhen they look at the part nesion with Cormet, now cor metis act and bringing them newrevenue cators at the top as an income generator- and we said at the bottom asan expense but you're going to have a much better relation with someone whobringing you revenue, then that's always yes to expense right. So thoseare the things that we've been learning over the last couple years. I helped ussurvive because the big big companies and we talked to him- you know aboutpotential partnerships and typically, what happens they're really looking fora way to do it themselves. They'll say:...

Hey we're, looking a partner but really they're, looking forward to theway to get access to your ideas and to it themselves, we've learned our lessyeah yeah right right, hey it's Dr Roxy. Here with a quickbreak from the conversation. Are you trying to figure out what moves youneed to make to survive and thrive in the new Co vid economy? I want everyhealth innovator to find their most viable and profitable pivit strategy,which is why I created the Co. Vid Proof Your Business Pisoti, the pivotkit is a step by step framework that helps you find your best pivotstrategies. It walks you through six categories. You need to examine for athree hundred and sixty degree view of your business. I call them the sixcritical pivot lenses, as you make your way through this comprehensive kit,you'll be armed with the tools, tips and strategies you need to make sureyou can pivot with speed without missing out on critical details andopportunities, learn more e at legacy. Hyphen Daco back kit. So you know when you and I before westarted recording you and I were just having a little. You know chat, and Iasked you what we normally ask someone when we first encountered them and it'show you're doing- and you said, I'm encouraged and you don't hear thatresponse very often so tell us the low down about this about being incorrect.Well, I don't think you're ready for this, because this is as a story. Ijust told you the cliff knots version, but I experienced a great deal of success asa health care executive really early in my career, like thirty one, you knowBina CEO, that a lot of responsibility for someone that young yeah when Ibecame an entrepreneur. I started to experience something I hadn'texperienced before and that was failure. I started failing like all get out andI didn't know how 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 because I don'thave any reason for living any more, because I'm a failure- and I was goingto in my life- I got three phone calls from friends out of the blue and theywere like- Hey Derek. I don't know what's going on. I just felt the needto call you today to give 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 life anymoreand I realized the power of a word of encouragement. So that day I decidedthat you know what I'm going to do, I'm going to start a company one day andthen we're going to encourage people and that's what we do with in Corman.As I mentioned you before, when people look at core man, they think at thebeginning that cal you are stands for currier. It does not in the middle ofthe word of encouragement to see o you are so we're encouraging people withmedicine. Yes, so every time that we send an s s message to someone that'sgoing to receive their Covin nineteen vaccine or prescription that the bottomof that text message is says, be encouraged. Every time we pay ourdrivers every Tuesday, but by Zell the tells you their amount. They got paidat the bottom says, be encouraged. Every bar code, delivery label thatgoes out thousands a day has people's names on it their address and thebottom is as being courage. So we unders understand t e the power of theword of encouragement, as I mentioned before, yeah struggling number areas oftheir life and they all could use a word of encouragement. We just don'tcommunicate that we need to be encouraged, so we see it as our road toshare a word of encouragement on a daily basis and as we grow our company,I'm very adamant as we're now getting ready to bring in these resources andbring it in the resources meeting we're going to grow our team. So one of thethings that I'm working on right now is good in a culture that is so strong andso encourage focus that if someone gets... and they're not about encouragingothers, they just self select out, because it's just going to beoverwhelming right right, yeah. I your responsibility to encourage someone,and I just send the guy. I know and I bought his blokes and I says I'm goingto buy your book because I want to. I want to encourage you mwaw. Okay, soyou know for entrepreneurs, as you know, and as you kind of indicate it here, itcan be a very a very lonely, a very difficult journey.You know we like to come on shows like this and talk about all the highlightsright. You know the the edited version of how we built andcommercialized our innovations. You know what we made this decision and itwas great and this decision it was great, and here we are we're successful,and you know we just kind of admit a lot of the failure and a lot of thestruggle, and so thank you for being so candid about that moment that youencountered, and I want to just kind of pause for a minute and give you anopportunity to share a word of encouragement to our viewers and justbecause you know you know these are these are your peers that are listeningand watching the show- and you know, there's things like the Valley of death,the trough of sorrow. These are real phenomenons that innovators tend to gothrough at some point in their journey, so share some encouragement. What do yousay to to those folks yeah? So what I didn't know at the time right is thatfailure is part of the success journey is going to happen. Yeah in thiscountry. We do not celebrate failure. I was going to write a book one time Istill may do it and it's going to be about people. I S had the greatestfailures of all time and they're going to be some of the most successfulpeople you've ever heard of, but it wouldgo into those areas in their lifewhere they just failed. Like hall get out, you know right right, you made itso failure is a part of the success journey. There is nothing wrong withPhilo you learning filter. I just did an article. The other daywhen I mentioned that Cormet we decided to bring on a consulting firm who mostpeople would have said. That was a favorite. They had to start up, theygot their revenue was attacked, but I wanta big companies which they that typically do right and, and they didn'thave multiple revenue verticals, so that company basically went away rightyeah, we learn from their failure, so once we got our name out there, the bigguys tried to come after our revenue stream, but we had multiple streams, soit gave us an opportunity to create a competitive response. We learned fromtheir failure we're going to continue to bring onpeople on our team. They just have to make sure that they're encouraged,though that you can get a lot further learning from someone's like failures,then in various in the failures yourself. So if there's that bad you'regoing to go through it accept it and brace it successful around the corner,Yeah yeah absolutely well. Thank you. So much for that, and it's so true,there's a an e book that I created during Ovid to encourage entrepreneurs,and it was a story of eleven successful pivots, and so it was a number ofcompanies, common brands that we're really familiar with that. We just knowthe success story and what we don't know is that a lot of those were youknow, a shoe string away from their complete demise and in their as Yehright and in their act of desperation, to keep the lights on to make pay rollto. Oh, my gosh. How are what are we going to do whatever it was that they came up withwhether it was they changed their... customer? They change theirbusiness model. They change the vertical whatever it was that thatactually ended up being that desperate. That desperate strategy ended up beingactually the recipe for success, and it's just you know. We don't reallytalk about those stories enough. I agree, yeah, yeah, C N. I get that. Iwill send it to you after on our website under resources, but I will be sure tosend it to you as a follow up here. So let's just talk about culture for aminute, because this is something that I think is really important. You know I'm a firm believer thatculture starts from the top and it starts day one a lot of times. You haveinnovators, who are really really consumed with the technology andbuilding that out right kind of thinking, more like product ortechnology, first or even customer first, which is you know, a goodstrategy, a good approach and thinking about culture like down the road. WhenI have time when I get a little bit bigger when I have the resources, so just talk a little bit about whenyou started thinking about culture and how you think that really has shapedsome of your commercial success yeah, just as you mentioned, it was day one.I realized that encouragement is a knee and, if we'regoing to encourage that in use, that means we have to have people on ourteam that are encouraged right. So we're very, I don't want to say my Apit,but we're very mindful of vigils who are brought onour team and every Wednesday. I have a stand up for our team and I make sure Icontinue to communicate that message every Wednesday it it is not somethingthat we just talk about one day is every Wednesday were, is o thisbusiness. People who are receiving services from US are sick, right, they're getting they're gettinga prescription is right. I last thing that you can take before you'reactually admitted to the hospital people not taking that intoconsideration. These people are sick, though they need to be encouraged, sowe're talking to our customer, who could be a community pharmacy, could bea hospital. In the back of your mind, we need to create an encouragingexperience if we're talking to a patient and their prescription may belate, because we have ninety nine point. Five five star ratings have to considerthey're, sick they're, not they're, not calling you Ja to bug you. They have acondition that they need relief from. So is that minds et of that we put intothe people's every day, thinking and way of working that has been workingfor us, but now as we're about to take on no capital. So our team is about togrow, I'm doing it even more often so. The next thing that we've engaged with,even though we have ninety nine point, five per cent five star delivery werepartner with the rich Carlton Leadership Center, so that we can takeour service even to the next level right. So I did a photo shoot in SunnyHouse beach brout outside of Miami about two weeks ago, and I was justamazed on the service at the rich Carlton I'm like well. This is what wecan do with Cormet's make this partnership, so we can just keep keepgrowing growing. So again, it's every day with the individuals, even theemails. I just noticed on my team there, as I have an encouraging day beingcouraged is just becoming heart of our culture and who we are so you know. What I hear you saying isthat you know your past experience around leaving that encouragement hasreally been a key driver of how you view your company and how you'reintentionally instilling encouragement as part of your culture and how you'reintentionally trans transferring that...

...from employee to employee right, notjust from the top right permeating that support and then also going back toyour experience with concierge and recognizing you know of the experiencepart of it and and how important that is. So I mean that those are greatstrategies and tactics for our audience to listen and take into considerationon whether that makes sense for their companies as well and and and if it'syou know, it may be different right. There may be a different cultural value,but but just the importance of how you permeate that build it and maintain itthroughout the different growth phases of the company right yeah. One thing:I've always remembered as people remember, individuals who make themfeel and I will I would say, encouraged and and that's what we can tend to doon a daily basis. We want people to feel encouraged after the experience,cormet yeah, so Derek. How do you stay encouraged or are there any books thatyou've read that have been really instrumental? In maybe its wisdom?Maybe it's inspire inspiration. Any podcast, you know. Is there people, youknow it? How do you stay encouraged? Yeah I've been tremendously blessedwhen I left Corporate America. I met two guys from entrepreneurs and theyjust took me under their wing. I mean I knew them, but it was something thatthey said. Hey Derek we're going to take you under our wing, the verysuccessful you know, millionaires and their S, and they said I was their typeof guy so over the last ten years, a m before this call I was talking to oneof them and we have an opportunity to talk for thirty minutes and sharewhat's going on in our lives, and that encourages me m spend time with one of them at hisoffice yesterday and then this morning with another one. Yes, I store, we alllived in North Carolina and then I had got recruited to Dallas because therewas a not for profit wanting to build hospitals again go back to my formerlife. They wanted to do hospitals in Africa and I was like man that's agreat opportunity. I never been to Africa. I think that'd be a greatexperience for me, but the headquarters was here in Dallas, so I had to move toDallas and once entrepreneurs heard I was moving to Dallas. Do you know whatthey did, why they moved their families to Dallas? What Yeah? Okay, that's crazy! You don't hear thatevery day I mean that's a lot of love, a l yeah we're all here, so we didn't have toyou know struggle to find out what we fit in in the culture we had, the youknow the three that was not easily broken, yeah yeah, there's a book thatI read that has encouraged me over the years is called a hundred and seventyseven mental goodness gracious a hundred and seventyseven mental toughness secrets of the world class, one. Seventy seven mentaltoughness secrets of the world class. I share that with any everyone on theCormet team must read that book. Okay, especially in Neusi as I we work with agreat deal of in terms and it's a shift. So I went to one of the best programsand health administration, but it's primarily around cute care working inhospitals, but when startups entrepreneur ship it takes a differentmindst. So that book your mind for something outside of a cute care, Oreally focus them on that particular book. I read it several times a yearand can pity between. I mean it is like the best book for thinking I never heard of it and I'm definitelygoing to grab a copy of it. I'm an advent reader and yeah the mind set isreally where it begins. Without the...

...right mind set, you can't build asuccessful company YEP. So we use that book to everyone on our team, and Idon't consider myself to have followers now, but in Cormet webuild leaders. So I go this yeah. You can work for us for a while, but mygoal is to build you up so one day that you can go out and do it for yourself well and I'm sure that you know becauseof your success so early on right being the CEO of a company at thirty oneyears old. You know it seems, like you also have personal experience withsomeone that had faith and confidence and your capabilities as a young leaderand so then being able to instill that in other people and and alsorecognizing that leadership is really not even about position. Right I meanyou could be a front line employee and your leader. Everyone is a leader yeah. Well his what's the one thing that Ialways you know I share with my wife. Quite a bit, I'm like you know, peoplefollow individuals, not because of titles like because they see somethingin them that they want. So I understand within me I said: There's a there's, ariver flowing in me. There's this. You know the constant activity. There'saction, there's enthusiasm, there's motivation and people want that forthemselves. If I wasn't, if I wasn't a leader that will there will be peoplewho want to be around that right, yeah yeah, it doesn't doesn't have anythingto do with your position. It has to do with who you are what you're doing whatyou exude to others that people want to follow. But again with me, I have nofollowers. I was talking to a lady on. I did a video I think on Tuesday shesays Durk, you don't have any followers on linked in. I said I don't want anyfollowers on Lika bill leave her a we build leaders or yeah yeah yeah.That's interesting, okay, Derek thank you. So much forsharing. So much of your story and antidotal stories and just tender withour audience. How do folks get a hold of you if they want to touch face andlearn more about your company or how to not become one of your followersbut be part of your network, so they can be encouraged yeah, so the I thinkthe easiest way is linked in. We do have a link Dan page for Corman, I'mout there I have. I can share a link with you andyou. Maybe you can share that with the audience yeah. What else do I have? Ihave a hay stack, so I don't have any business cards so again we're aninnovative company and we use Hay, stack just press a butt and I can sharemy content with a text message or an email awesome all right. Well, what's so forpeople that don't know what Haystack is tell them yeah so hay stack is an aptthat does an electronic business car. So we looked at you now, byng a bunchof business cars. Let's be honest, people can grow hins cars away. Arethey or they don't keep them with them right?So Ye e a stacks, a business cards my office, so I tend to keep them, butabout eight ten years old and I haven't looked at him and I can't tell you w: Why was the money and you know,cutting down the trees? Let's do electronic business cards. People just they have all of our information.Haystack is out of Australia. We've been using them for probably for threeyears now. I think it's something like seven bucks a month and yeah. I reallylike that much better! Well, you know- and I think two things one. You knowwhen your start off company every dollar counts, so saving some moneythere and you know the other thing- is that it's a it's a a small example, butit is a big example. At the same time of being an innovative company right, you know, I know we need to wrap uphere, but you know this is another one...

...of my soap boxes right where you've gotthis company. That's talking about this innovative it. You know thing. That'schanging the world! There's nothing else like it on the market and then youlook at their marketing. You look at all their communication, everythingabout them and you're like wait. A minute everything looks so stale, sotried. So true, so me too, but yet you're trying to convince me and allyour target customers that you're this innovative company and not reallyrealizing that all that matters yeah one last thing: we have not onepiece of paper in the entire firm everything's electronic wow, yeah yeah an on were good. I mean letjust go to another computer, pull it right right, yeah, that's huge! Youdon't hear that very often, so you know all right. So when I think about it,like you know, what's the secret to your success, go digital. I meanobviously there's a lot of layers. There be a hundred percent digital.This about that yeah I mean it's scale. Ability Right, I mean think about. Itis like a nice to have, but then you really think about it longer and you're,like no t e t e. This is a must, have digital transformation really beingable to scale. It starts with that type of mind. Set Yes, maw awesome. Well,thank you so much Derek. I have thoroughly enjoyed our conversationtoday. My pleasure dor roxy. Thank you so much for listening. I knowyou're busy working to bring your life changing innovation to market, and Ivalue your time and attention to get the latest episodes on your mobiledevice automatically subscribe to the show on your favorite podcast apt, likeapple podcast Potifer. Thank you for listening, and I appreciate everyonewho shares the show with friends and colleagues, see you on the next episodeof Health, innovators, T.

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