EHR integration is very difficult, but often a necessary hurdle to deliver value to end users and customers with digital health products.
@healthbjk and I co-wrote some guidance to help digital health builders face their (EHR integration) fears:
https://t.co/DKKayFGbb1
Seeing discussion on whether Product should report to CTO or have a peer seat.
A heuristic: If your CTO is not regularly in front of customers, Product probably shouldn’t be reporting to them. If they are, it’s likely a good fit.
@ReshmaKhilnani@dvasishtha@StuartBlitz@ElionHQ@dvasishtha this is what would be interesting to include in your write up. Actually pick apart the modules you need and at what stage you likely need them, and then offer a build/buy (and vendor comparison on buy) for different modules.
@emily_fri Eggs + rice! Favorite comfort food. And/or stir fried veggies + tofu over rice. Greens + beans (stir-fried white beans with *lots* of garlic and spinach or other green), which goes great with roasted sweet potatoes.
It’s my birthday! as tradition I’m donating to @RIPMedicalDebt because no one should suffer financially because they are sick. Let’s make it a game! For every like, I’ll add $1 and for every retweet I’ll add $5. (To be clear, I’m donating regardless, but this makes it fun!)
7. @eguroff said it better than I could. The '22 and '23 vintage will have some of the best run / successful companies of the decade
https://t.co/GMI4if1iMJ
@dvasishtha Which, I guess brings me to my prediction: yes, there will be fewer companies founded in 2023, but the best health tech companies in the 2030s will have been founded in ‘22 or ‘23. No better time to build a great company than when you have to get fundamentals right.
@dvasishtha I mean, in that case this is just “be hyper efficient with your tech spend” which is true for all business models in any economic conditions, but acts as a filter for great companies in challenging fundraising environments
@dvasishtha If so, this makes sense, but I’d be super wary of raising at too high of a multiple as a “services (but we’ll eventually be tech-enabled)” business
@dvasishtha >tweaking operations and staffing ratios is also relatively easier than a SaaS business
IE: for services, tech salaries are capex and can be cut without much near term impact on revenue/margins. For SaaS, they are (effectively, if not actually) COGS (cuts will quickly ⬇️ rev)
?
@healthbjk Athena MDP was the only EHR marketplace that I felt was staffed, clean documentation, etc. to justify the revenue share, and we actually weren’t terribly annoyed by it. AO always still felt understaffed and a worse dev experience, which made the rev share harder to swallow imo
@healthbjk There were no fees (good) and no open docs (bad), but if you could sell into an epic HS w/ a non-integrated workflow first, it was actually better than other ehrs to then go to integrated. The WS were not SOAP like we saw often. Not sure how feasible that path is today though
what a blast. thanks to all for coming out for the first IPAs and APIs.
great conversations, fun presentations (@eguroff crushing it meme wise), @shashinchokshi trapped in a glass case of emotion, noodle afterparty - we had it all
Colorado seems to have voted for expanding access to psychedelic mushrooms (decriminalize + medicinal use) and voted against expanding access to alcohol (delivery, wine in grocery stores). That combo feels like a massive shift in public perception of both drugs
@dvasishtha Another question: is VBC really going to be able to drive a reduced focus in the EHR-as-billing-machine when there is such a focus on coding for risk adjustment to increase capitation rates?