Health Innovators
Health Innovators

Episode · 1 year ago

Yes, you can conduct a virtual pilot w/ Jorge Sanchez

ABOUT THIS EPISODE

When COVID-19 flew into the scene, the way we conduct business was changed - virtually overnight in most cases. 

Successfully launching a product was already an uphill battle, now companies had to figure out how, or even if, they could consider launching their innovation.

But can a startup company approach a pilot program from a virtual position, and do so in a way that not only gets them noticed but fuels forward momentum?

According to Jorge Sanchez of Sentinel Healthcare, it’s not only possible to conduct a virtual pilot, but with the right mindset, it can open the door to even more opportunity.

In our latest episode, Jorge gives listeners and viewers first-hand, real-world examples of how to approach virtual pilots and virtual teams in times of crisis - and do so with winning results! 

Here are the show highlights:

  • The importance of data validation (1:50)
  • How actionable, meaningful data can help drive innovation (3:56)
  • Yes, you can conduct a virtual pilot during the time of COVID (5:49)
  • Crisis as an impediment - or an accelerator (10:49)
  • Be the signal, not the rubber stamp, when piloting your product (13:55)
  • Don’t let your company’s end goal get lost in the weeds (17:27)
  • Empowerment is the key to successfully running a virtual team (23:32)

Guest Bio

Jorge Sanchez is Co-Founder and Chief Medical Officer for Sentinel Healthcare.

Sentinel is a digital healthcare company that partners with other healthcare companies to remotely monitor and deliver clinical recommendations to patients with high blood pressure.

Jorge earned his MD at the University of Medicine and Dentistry of New Jersey - New Jersey Medical School in 2003.

If you’d like to reach out to Jorge you can email him at Jorge@sentinel.healthcare, follow him on LinkedIn at Jorge Sanchez MD or, for more information about Sentinel Healthcare and their digital solutions, visit their website at Sentinel.Healthcare

Welcome to Coiq, where you learn howhealth innovators maximize their success. I'm your host, Dr Roxy,founder of Legacy, DNA and international beath selling author ofhow health innovators maximize market success through handed conversationswith health, innovators earlier doctors and influencers you'll learn how tobring your innovation, some idea to start up to market domination, and now,let's jump into the latest episode of Coiq, welcome back C Oiq listeners ontoday's episode. I have Horhey Sanchez with me. He is the cofounder and ChiefMedical Officer for Sentinel. Welcome to the show, thank you for having me heare, doctor,Roxon, so werehey before we get started into our interview, questions go aheadand give our listeners and viewers a little bit about your background andwhat you guys hade been innovating lately great, I am eternal medicine trained idactuallyhospital is, is doctor to specialize in being in the hospital, and I am cofounder met near off, show or CEO Abo.Three years ago we talked about talking about remote, patientmonitoring and making it cinically feasible and make actually change the outcomes inMyu patients and the story told me: Is he so he keepsseing patients that were coming with a person was uncontrolle, then comingwich, trokes e discharge of they come back with worse trokes and ther. Bloodpressure was still unmanaged to. We thought of this idea of remotelymanaging hypertensive patients to Redo at the risk of stoke and heart attacks,and I initially didn't believe in it and wedid a studyin our in our we have facility, and the data was socompelling that I had to join him in this this. This disvisionof delivering roomore patient car and en we said Hey, we got ta to a companyand then the next question is like how to Hick. We pay for it and then then I got introduced a worldintropreneurship and there's been a wild ride. Since then- and here we aretalking about remote, patient monitoring in the Covid area, which hastotally changed the lanschepe yeah and we'll definitely dig into that today.So when did you start the company three years ago, yeah ma two thousand andseventeen no Pini Twen seent, and where are you in the innovation process now? So we so it's funny innovation is is,is the word it's thrown around quite a lot, so for innovation, for us is Yonowsee the technology, a process, you war looking at things- and I thinkactual we know- is that we definitely took a stand in innovating in processesand technology. There's this concept of barriers, access to health care- and Ithink there's definitely is a new where which is technological barriers tohealth care in th health care. Traditionally, technology is not reallyaccepted, with warm with a wor't fuzzy...

Tei, because healthcare, the communityas a whole, is very much into evidence based in a traditional model of validating any products. Any ideas,because we're applying this to human beings and our oath is not tar peopleso before you have a product or process touch a patient. There has to be a verylong period of validation and checks and balance to make sure thatdoesn't you're not harming anybody and that you're also doing something good.That's Mageable and hunt thefiable. So what we believe in is that health care,because of the the distrust of technology, it's very hard to get toenter that space of healters. If you're tech company to get validation is verydifficult, you have to do pilogy of the trigap to publish, and so we did is wetook a shot at getting our data and we submitted to American Heart Association.I he reviewed was accepted. I presentedat San Francisco American harden and I got it was rel were very well receivedin the moment. We got that that pilot under a bell and the validation anddated before it it just funny when we talk to customers,which in this case were clinics, it just helped us gave us momentum. So theinnovation is in e, managing Heypt Petension at Tenx,fast and intense standard of pure through algorithms and boble mobilehealth. Basically, patients get up device. The device connects to our APP,which is a mobile, tneandrew or ISOS. The data goes to thecloud and with the unique thing is that we have algorithms and data analysisthat isolates the patient and we have care team that we train to talk to thepatients monthly, to coach them track them, and if there's any anomamousmeasuremnts actually get called real timing by the way, this all happensreal time, the dateis not Silod, the Deta doesn't get put away. We have about three hundred thousand blood pressuremeasurements give over fifteen hundred patients on the platform. I ' we'redoing a logo twittenal tracking, so the patients were othousand and seventeen till todayis, maybe two and a half years data onpatients, so the other innovation is, can we make the data meaningful so thata doctor can actually do something about it? Rather, that just shows up inhis emmrner or his phonandide to do something. So the goal is theinnovation. Innovation is not enough. You got to have you got to change,something you got to save money scale and help the patient, and we wanted todo. Is those three things and what we've done is we just published andagain? Another study in American Heard Association is going to be presented.In September, we've lowered the blood pressure average glook pressure of ourgroups by about formalemeters of Mercury, the classes of highpetension verysevere too mild have shifted to towards mild, which means that our patients aregetting healthier from a blood pressure...

...opponenty and then the Mat, the that innovationis, that our care team. You know the challenge and health careis that one doctor ont provided one patient, gotta kind of change. Thatratio we're trying to change TA racial, where Carty can manage several hundredpatients through the technology that we give them to the silk platform throughthe devices. So so I want to go back to something that you said around the theclinical validation and the piloting. You know from your perspective. Hasthat changed because of Covid so prior to Covid, you know I've had guests onthe show and we would talk a lot about. You know death by pilot getting stuckin pilot pargatory, and you know all the all the best practices aroundgetting that data in that clinical efficacy and validation. That's neededto really be able to successfully commercialize an innovation and healthcare, and then, since Covid, you know. Where does that leave us withthese pilots? Have they stopped? Are they are our new pililots happening? Hasthat impacted that that type of process? For you the answers? Yes, it definitely hachanged the way pilots go alow, but for us it was an opportunity. Ygt,every opticles, an opportunity show how good you are. So what the challenge forwhat us was that, because we have to Nroll paciens in the pilot we have tohave someone in our team be going to clinic and give the patient of Blookpersure Cofin the device and train them and educateed ban shonthe APP thatthere's that takes time, and you have to do it in person because of Covidyeand in IXs, obviously afraid of having these trangers coming in andhaving a patient comin just for a device in he area where theyrpotentially exposed. So we had to solve that n. We did, as we did virtual onboarding, so we converted so wesolved traditional on boarding and went tovirtual on boarding where the shit the CUF gets shied to the patient. We callvirtually. We help them. We educate them on how to do the cuff train them on the cuff use download theAPP and Rollhem in the APP gime all the permissions. All that has to be donevirtue. So we have to solve a lot of inherent fricton points where, ifsomeone isn't usually in front of you and grab your cell phone and Fonlod,something for you like how do you do the same part virtually and our populations oversixty there's a cohort that technology has really not been verynice to them. So our chief technology officer isamazing. He's very flower. Thinking he's made this stuff work for thispopulation. There's not technically challenged they just no one has designed workols for them.So because the way we do it we're I'm ableto successfully on on board sixty five. Seventy seventy five eighty year oldpatients onto the platform- and I think...

...that is the Chan so for pilots in thesense of Covid, is you got to do the pilot o remove that that risk of ofexposure? And if you do that, then the the customer is not going to be sohesitant SOSO. I think that's really important,because I've talked to people that have actually put it on hold and are kind of wait in waiting for youknow covid to be done in order to kind of pick up, maybe hopefully where theyleft off, and so you know I. I don't think this is a term that I coined byany means, but I talke a lot about innovation being bursted in chaos.Right. You know. In these most crisis moments we can see some of our biggestcreativity an, and so I would imagine that, if you didn't have thislimitation, you probably would have relied on the the physical face to facemodel for a long time because of the crisis, your team got creative on howthey could solve this, and it could ultimately end up providing a muchbetter experience and much more scalable oly and that's that's. Thebeauty of this is that where some people would have throwntheir hands up, we really sat there and our engineers in our CTO just sat thereand they Tu fuckle down and he solved it and we're doing good. I mean we'regrowing. Our GOWTS hasn't been impeded by COVID. We had a pause but Hasni'tbeen imputed because of this virtual rom and the other part is Yo. Ask thepoint. You know when Thet's a crisis or what I call here on fired. If you haveyour hair on fire, you Yu the guy bringing water you're going to get yougoing, Ta get attention. So it's also timing, because if we had not, we weretoo small and I had the money to be able toor to learn the knowledge to beable to do this, and this happened. Weud have been dead in the water, sowe're a little bit further long yeah. The part is that we realize thepainpoints and we solve the PROMS EF Wen. We talk to the customer, anhyobjection. They have worried kind of betwit thats ahead of that's, that's akeyp part yeah yeah. I definitely think that for all leaders, no matter what you'redoing you know, our resilience is being tested n in completely different ways than wehade before. So so, where ar you today, what's what aresome of the new newest latest, exciting things that are happening for yourcompany today and then I think I also you know kind of want it. On top ofthat has covid not only not hindered you or you know, been an impedment, butit a has. It also been an accelerator for you, that's interesting, the so covid didn't cal. It is just anopportunity for us, because remote patient monitory existed before covid.It wasn't really appen t orfront of our customers, wor clinics and hospitalsystems, but when Cobid came along, we...

...threw this APP into the wild and wehave got a lot of attention and then we wanted to build an ecosystem and notjust be an AF designer, and it just goes out. We wanted to build eqosystem,so I ave connects to our platform that has the data the data loops around tosome provider in an organized way and it's all essentralized elocalized. Sowhen we went to covid and we pardnered with, for example, Dell Medical Aaustin to dotheir contact tracing, it wasn't just the apt that tracks the patient as thesymptoms. The things that I'm pretty sure otherpeople are doing is that we built ik contact tracing support on the back end,so that the contact tracers when they get this data and track it. They canhave someone to follow and it make sensinente organized way. So it's notjust the APP it's the how the data goes into the platform and the dashboard ad.That's whet when there's a person working on it. It makes a workfloatthat is just fastened like butter, and it just makes it we workf. We work really hard with THEU.We customize it and we definitely well over sixhsand patients on thatplatform that are being it's ongoing and it what we. What do we learn fromthat is that you can't make a one of you can't make a one of product. Youhave to build your product at a core product that can be a tool like a legosthat can connect into different problems, and if you presented the product as a covidsolution, you'd be people very cynical, but we prevent it presented as wemotipation monitoring, Traditionaly, mulpation, moniting or physiologicmonetory in the context of covid. It makes more sense it. It kind of makeslogical sense. You have PATIENC to Recovit they're about to get it yourerisk. You know, as you know, higher risk of Cardo on cartevascular events.So therefore, monitoring is totally appropriate, totally matches it, anpeople get it, but yet the end and Henind of the day we were always doing.We more pateent monitoring. It dn't didn't appeal, like we just came on thescene and invented in the mulpatient Manchan fur covid, we're doing it forDI. We were doing it for heart, fader we're doing for Hyppetentian were doingfor a punch, ofther things. So I think that's the key point here thatjust have a good core product that and a good service and everything will follow everything.o people will make fo hey it's Dr Roxy here with a twick break from theconversation. Are you trying to figure out what moves you need to make tosurvive and thrive in the new covid economy? I want every health innovatorto find their most viable and profitable Pivit Strategie, which iswhy I created Tha covid proof your business to the kid. The pivot kit is astep by step framework that helps you find your best divid strategy. It walksyou through six categories. You need to examine for three hundred and sixtydegree view of your business. I call them the six critical pivot lenses, asyou make your way through this...

...comprehensive kid, you'll be armed withthe tools, tists and strategies. You need to make sure you can pivot withspeed without missing out on critical details and opportunities, learn moreat legacy: Tythan DNACOM, Backsla Kit. I think that what you you know justdescribed is a dilemma across or crossroads that a lot of healthinnovators have found themselves amidst this crisis is, is I had a reallyviable solution prior to Covid? It has a used case for Covid, but do I changemy positioning strategy or my messaging strategy? How do I do that around Covidto make sure that I don't Shem exactly like you said so I don't seem like I'mjust this new company on the scenes, but I also don't miss any opportunityfor the specific new use cases that have come since the pandemic. What weresome of those considerations that you all made gotta go, so we did as we did.You know we did testing we pobabl. We threw it on your while they looked atthe Responso Tho we didn't pit it. We were not ready to pivot, we don'tconsider a pivot. So I think that if you're company, if your Corpe you'retalking about making a pivot to covid nineteen, that's a big commitment, wepretty TAT covid will be around. But in what form we don't know and that's apretty big risk for company to make a pip like that. I think that if you you stay the course and you micropivotthat's far safer than if you make a total, because you're bandoning thinkabout you. You are to year, let's SA Apathete your two years, startup you'R, almost abannin one and a halfyears of work for something that is there by the way everybody's jumping ona solution for cale right, everybody gets email, I'm your healthcare! Yougot emails that are like Hey, what's going to happen, post Provic this this!What's your covid nineteen solution right, then, is becoming a rubber stamon everything. So now do you want to be the company that is adding to the noiseouthre right? Yes, H only way you're going to get Sigal is you have to showa product market fit and the only way going to show that if you have to havea cor product that has a proven history of success in the past because, as youknow, in health care, you know these are not emotional decisions. These arevery logical. There's more stakeholded es more people involved. Your producthas to be scutinized by more people by if, let's Sa it's a clinic is not thedoctor's own he's got to be the practice manager, it's got to be thebiller. It's got to be everybody's got to stake. Even the patients have tohave a state oe. If you're in a hospital system, the CIO has to have asane, an the it department has to say, N, you know legal has to have the sane.The unit economics have to make sense. So, if you're going to pit it you'retotally taking your, like, my CEO nearof says, is, like you know, we'remaking a a seven layer, cake, you're, throwing all those layers out and nowyou're making brand ow lairs. You better have a good foundation andthat's just not it's not a good way to go. Yeah Thot is your faming and you'redrowning, an the weeds and you're not in in your that route, an maybe that'sthe Bible way to go, but I I don't. I...

...don't think that that is the way to go.If you have a stable, you're making money or you're growing slowly, Iwouldn't, I would have pive it to to pold yeah. I definitely don't thinkit's a one size fits all. I think every organization you know, I think the onesthat are probably best suited for the pivotthat they would have been best suited for the pivot prior to covid that theyjust write. They didn't have a viable market strategy and the the pandemicjust just illuminates that more so than maybe they were payingattention to before yeah totally, and I think that when you're, when you'reinthe you're in the weeds in your fight you're in a mudh fighting it's hard toget in a sesiment of yourself as a company when you now you God all thisnoise, an around your, like what kind of you have to ask yourself, we have toask us what kind of comping are we we have service an we tach, we ita wedelivering what exactly we doing and n once you identify yourself, then likehow your branding it and in the brand becomes a selffulfilling prophecy righty? U You just can't, like you say in book, and I wrediti you kant, your logo,it's how unique you make your company in the context of of the market so thatyou stand apart from everybody else right. If you're everybody else logosAr Arange and you change it, the purple, it's not going to make a difference.Everybody is serving one community and they're serving everybody that maybeit's time for you to serve one specific need rather than everyone else. Youcan't look like everyone else and that's Ye, and it's weird because like are you changing because of yourcompetition? Are you changing because of your vision? And I think that'swhere for me, the team, the founding team, where the courtin is so key,which I'm very proud of my company, because our team is just amazing, and Ithink that that is why we're we're just still Surviv survivingpersevorating and flourshing in the middle of Covid, because if the teamhas a vision and the vision is there, you can relate it to your customers, toyour patience to your teams to everyone. You touch, it becomes part of your DNAand then there, the brand of flourishes, our CTI CEO, Youo, he's his super poweris that he relays his vision and he can communicate that vision very clearly,and that to me is a key. She super powered that unique CEOS haveto have fom te. PAYOU have a spectacular product, but if you CEO,can't relate that vision in the context of the ecosystem, Youre creatingbecause you could, you could either be Sert lie my thing s. If you're a smallcompany you just you're, going to be low in the Ecosystem II find, but ifyou're lowin the ecosystem, you have Tho mercy of everybody above you, but how you get to the top. Is You haveto relay a vision that you are treating a new ecosystem and that you want to Gethe top of them and then now you're...

...rocking Yo wrong? Because now everybodywill follow you and everybody will see it and your partner better. You havemore alliances. People will see that they can interact with you better benefit from you, which is what we'redoing. We have partnerships with different companies, partnership withuniversities, doing research all, because we, ourvision of our product of our service, is that weare providing an endto end solution for remote patient monitoring.That is not just focused on to Servit. It's focusing en technology. It folkson the liquidity of data, is it's focusing onthe patient adherents itsfocusing an outcomes, it's Folken, focusing in agility, it's focusing onscaleability and cost when you put all those together, you' better, have agood story to do that. Otherwise, you just going to fall flat in your facewhen you, when you, when you can't execute so so speaking of that you know an I love when folks like you, come on the show thatare open to being so candid and transparentabout the realities of this journey right. So it's not it's not just rainbows and butterflies,every step of the way, and just when, when Wen Wen win. So what are you knowfor the viewers and listeners that are hearing your story? What are some ofthe the challenges that you either have face during covid or that you're facingtoday, so that they might be learn from that or be inspired by it right? I think the biggest challenge is because nowwe're delocalized and we don't have face to phase the Communi te prolotycommunication has to be superb before we used to fly mee and talkingnow. We have to dface to face- and you know some of it's done, while you'redriving your while you're shopping, the supermarket and you're pushing the cartand your daughters jumping on around you and you know, grabbing ou, openstuff up so because a covid realet real life encroaches on your job because there's no barrier right. It'slike I can't lock a Doorang Heep, my daughter out- and I wouldn't want that.So I think the biggest challenge is to have to keep your team, have have thevision relay that vision and meet your keep your team motivated yeah, so thatthey see the vision also and they're excited about what you have. Also thisthing about remote monit, remote employment. There's not what it's cutout to be. You know the people say it's a great Gig, but they don't realizethat you don't know when you're on Day Startd, you don't know when you're endthe end. There's a lot of great area, you thisthe job satisfaction, pol downiun front of a computer. Jure talking about thing ody, you just got Ta! Youjust got to Relat that to your team that remote remote work, you're not being measuredby the hours that you put it is by the quality of your work. So it's just adifferent metric and a different mindset, and I think that that ifyou're, not a company of Youre Company, that Inthe Povid is your tthe, you havea delocalized team. Like I say...

...you have to talk to them differently.You have to motivate them differently. You have to talk to them more often, anageind of the day. You got to refresh the division because you could be ecafelike you're, not my company's over. I think over fifty bofore working in acompany to head count, if you're by yourself calling patients every day-and you don't talk to anybody- you feel alone, you feel like you're, not partof big yeah, the challenges. How do you you got tomake your people feel like they're part of a very large idea, even thoughthey're home, by themselves, with nobody to talk to social? And I thinkthat is the Tha Che- think that cheep working at yeah? I think that there's there's a num, so besides theadditional resilience that's required. I think that there are different toolsthat have to be in the leadership toolbox in order to be an effectivevirtual leader, because it's not the same tool set. So can you think of anye? You know just really tangible examples of how you are leading avirtual team differently than you, maybe would have done in the face toface environment. Anything, that's working well to kindof cultivate that relationship, long distance, the the definite, the definite bundthat wer lever that we're pushing is we work TA team. We make sure that theteam leaders Understand D. We all work together. Wecommunicate together, so the team, jells and the team understand the problems and solve it.Then I won't have to jump in micromanageit or get involved. So Ithink the team, the Cohesi of the team, the unity ofthe team, every marching shoulder shoulder to the same Goa is very keyand then everything else aligned with that. So we get on phone calls. My focus with problems is not what the actual problem is. Is I lookaround the virtual Roomen, the collit and look at how my team is solving andin my focusis Hey, have you tried this or that to solve this problem not to, and I want you to, I want you to callABNDC. I try not to do that, because then the the person doesn't feelvalidated. They don't feel like they're part of the solution and then the nexttime a similar problemse problem comes up. They won't be able to. It will beso you now calling you again emailing you again, yeah. Definitely that empowerment isreally important. So, as you think about your journey for the last threeyears, what decisions do you think that you all have made that have just beengame changers for you to get you to the sixth level ofsuccess that you're at today? Well, it's so weird: It's actually alot of little decisions that back then didn't seem like little and now I' likewow man. That was a good decision. You...

...know and- and I tell my co well we're lucky and he says no, weweren't lucky. We just had enough data and we connected the basthe right way.N. I think the decision that we have made is toopt for the vision and stick to our visionrather than other thet. Other people, prevince is otherwise we've been, Imean I've been kicked out of, I mean I've been Ouno'm over in Miami. We Bakmean a near over my to hen. We first started. We were kicked out ofcardiology, we were kicked out of rooms because they couldn't believe thatshork patients could use a phone ap were we were convinced that doesn't make sense. Itdoes yet older people do use the phones there do it. The point is we stuck toiner and in investors some investors would tell us like hey. You need to Pavit todays. You need to Piv at this with the market shols and this, and that andyou just get so many you just get so many confounders they the end of theday. Someone tells you to go north and no one till you go south an now in tothe West East. In a day, you know I talk to my CEO and we like we got whatwhat is the vision we're going to do remote patient monitoring the way we'regoing to do it to whater we envision it, which is we listen, but we speak.That's why we pick the name Sentinel. We listen the data, we also manage andwe come out and manage and take the risk of managing patients, and we stuckto it and people tell like that's very risky. That's very Dores, a lot ofliability and, at the end of the day, you justhave to stick to your vision and make it a reality and that's the magicalbubble that you have to have. You have to be so convincing that it's apossibility. The possibility is not a possibility. IT'S A it's! It's a reality, and I think that thatis the decision that we just basically the attitude now we're going to doremote, patient Monitoryn. This way. This is the way we believe it theresthe way they should work and stick to it and have the vision and but haveevidence to back of your vitis thedifference between and hallucination is very it's very,it's very thid mind of a vision and hallucination, so think thatwhere wisgoing next for hey, is there's this fine line for entrepreneurs betweeninvestors and cardiology teams. You know were kicking me out and they'resaying, you're crazy and that won't work, and I M and I'm being stubborn in my vision, because I knowit will and it can and then also where the flip side of that is. You know listening to advice andhearing what the data and in being able to recognize that maybe my originalvision or idea is not going to leave me to product market fit and how are youdancing around those two parallel pass where one leads to success and theother one leads to failure totally, not a e total. I mean you w.We could have pivotdid and mean we committed to early to small clinics,because ther were e earlier doctors and that helped us validdatthe idea, butthe earlier doptors also wr wasn't...

...financially viable for other reasons. So now the earlier doctors whovalidated us now wer allowed us to go to the middle adoptors, and now we'reapproaching your leade doctor. So the the you got to have data and you got tolook at it. Objectine look at your company and and Shoud be regd in theway. It's are you ready to kill your baby to make it fly right like are youthis idea that you have? If you really believe in it, you have to realling totake the risk and let it die so they canvalidate, because if, if you don'thave, you know WHA and I've been to a lot of intervees he's what I see a lot,I see people woith wore tech. They have an idea, it's a beautiful idea, underhead theyhave to technology there in love with the technology or have this membrane that there's magicalproperties. I have this advice that does this. I have this APTOT. Does thisin your face in this an that beautiful? But can you make that non healthcare inthe contens of health care? Can you address and illnents? Can you changethe outcome with their owness and can you lower the cost, and that is the part that everybodyforgets so you have these engineers come up with these beautiful ideas thatbecome orphanse yeah? No, I saw a companty that gave us this device thatgoes around your neck. It's a beautiful device, but you can't it doesn't ap, it doesn'twork, it doesn't apply. There's no applicable scenario, crinical scenariothat it would chieve the APCOM. So I think that I TAK TAKE TNA werewe're inlove with technology. Your product market fit has to solve a problem,that's measurable, Palpable N and affects and touches everybody. Thepatien has to benefit the doctor has to benefit your company has to Bena.Society has to Beneby, and if you don't start with that and then do thetechnology second you're going to create a product that does you know it?You know it makes it buzzes and wizzes, but doesn't really change anything andit is Hatten what I call the Zombi Graveyard Yeah Yep. Absolutely so as we wrap up here, do you have anylessons learned that you would want to share with our viewers and licitors lessons learned number one pilots, youshouldn't call pilots. I think a pilot puts you in a position where you'redoing work for free and your customer Ris Not really convinced. We start. Westopped doing pilots because just we were getting stuck in the expectation,Werin Manyg, so do a early blo control roll out. So the ideas do a pilot withthe condition that if the pilot succeeds in there's metrics they'regoing to sign in at that you're going to grow into a customer. But if you doa pilot with uncleared metrics unto your goalds and they're not going tosign in the on the then that partner, that's not a pib is not going to it'snot going to help evoento waste money. Resources n even have nothing to Choll.First, that's number one number two is don't worry too much about branding atthe beginning. The brannew will come.

Naturally, if you make all the rightdecisions, if you reach the earlier doctors, they'll, be your brand, don'tbrand for you, because if you get the earlier doctors and you target for theearlier doctors, and you make things easy for them and they sign up for younow they become a Kis study that you can show the middle adoptors in theMativ ops. She Mata doctors are the guys who are not taking risk right. It's like like abullfight. The earle doctors are in the in the up in the stands. They want tosee what they can do and if they see it safe, they're going to go into the intothe ballroin with you. The earlyer doptors are the guys in the ring withyou they're taking the risk, but you'R also take risk and you got ta you gotta.You got to mitigate that risk as best you can, because they know that they'retaking riskannonow your. So I think that you take a strategyearlier. Doctors focus on them. You'll do much better inyou survive a longer way and then, on a day to day basis, you know, beinga being in a tripreneur is not what it's cut out to be it's not as glamorsof people. May I talk to my team, I'm on the phone? U Know, hours a day,multiple SUMMAR thirty seconds. Some are forty five minutes long. It can bevery exhausting, there's a lot of failure, there's a lot of smallfailures that can make you very despondent, and I think that you just tdoont youcoal do is walk away with a sense that you learn something from that and and change to see, change that the attitudechange. The the way you see things stay with your vision, communicate with yourteam and Manmy my we have two models in my in my company. Is We weeat ate for for breakfast and lasttime I continue, but is were goinswait. We wait. I think we've got some noisegoing on. I didn't get a chance to hear that want to repeat that. Is that coming is tatme or are you Ithink? That's you it' toall right. You want to repeatthat you et failure you failure for fo ye yeah, so we have the shames and youKno, where we have something you know Nearbo, we tell we hey, we prect WEDsavure for breakfast. So by lunch time we just have to getover and move on and have a plan. In the morning. We always talk about ourfailors and what happened didn't happen, Inby Luch time. You know, I walk aroundthe backyard and look at this gy and I'm like yeah, that's Thiteres, amistake we made. Is We lear? Let's move on and let's get back on e horse and doit yeah a d then the other, the other one is my Isatis to everybody. Everycustomer, every patient. Every doctor that I speak to is like hey we're, say:weere saving America, one patient at a time that you gotta you got to have anIndgol in the Goalis Tu. You got to do something that it's going to helpsociety, Ou you're, doing something to help People Change Tho wle with thatyou're always going to feel good. If you start with, I got to make money.You're not going to do it because...

...you're, not your rewards are not goingto match the wort. YOU DO YEAH YEP! Absolutely! So. Thank you so much foreay for joining me on the show today. How do our listeners and viewers get ahold of you if they want to follow up with you after great? My email is veryeasy: it's sentinal! Actually, its Hor, Hey jrge at Sentinel Bot, healthcare asCenti el got health care, but our website and were eusa Yo find. I then thank youso much they much appreciateid stiyl healthy. You have a good one! Thank you so much for listening. I knowyou're busy working to bring your life changing innovation to market, and Ivalue your time and your attention to save kind and get the latest episodeson your mobile device automatically subscribe to the show on your favoritepodcast act like apple podcast, spotify and stitcher. Thank you for listening,and I appreciate everyone. WHO's been sharing. The show with friends andcolleagues, see you on the next episode of coiq.

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