Vision Techware And The Future Of HTM

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Every great innovation starts with someone willing to change the way things have always been done.
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Welcome to another episode of HTM on the Line.
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I'm your host, Bryant Hawkins Sr.
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Today, we're talking about innovation, leadership, and the future of healthcare technology management.
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My special guests are Bill Lest, founder of CureBiomedical, and Arnold Jira Jarra Khan, the company's CEO.
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These two gentlemen aren't just talking about the future of HTM.
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They're helping build it.
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From artificial intelligence to groundbreaking technology, we're exploring what happens when innovation meets purpose.
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Because technology may change how we do the work, but people will always be the reason the work matters.
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So don't go anywhere.
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You're listening to HTM On the Line.
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I have some very special guests this week.
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I'm joined by Bill and Arno of Kiribati Medical.
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How are you guys doing?
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Doing great.
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How would you?
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Oh man, love it, love it.
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Man, look, we have a lot to talk about this evening, so let's just get into it.
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Bill, I'm gonna start with you, my man.
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We know that every company starts with a vision.
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What inspired you to start Cura Biomedical?
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And what problem were you determined to solve in the HTM industry by starting Cura Biomedical?
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Well, I had a I had one of my bosses take me into uh a room one time and he asked me, has anybody ever told you you're hard hard and difficult to manage?
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That was one of the things that kind of brought me to like, oh, well, okay.
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And from that, I just I mean, I've worked for so many different companies on both ends of the spectrum, both on the clinical side as you know, not clinical side, but the hospital side, and then also as the ISO or OEM service provider.
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So I've seen both ends and I see the challenges that come with both ends.
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And as much over the years as I was growing, you know, I'd always want to do things my way.
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And it was always the through the rigidity of a corporate company, and it was really difficult to you know have that custom personalized feeling and and spend extra time and I guess you could take that go that extra mile.
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And so I I 2017 came along and and an opportunity for me arose, and I took it and I was able to do things my way, get things done the way I see correct, and the rest of pretty much history, just kind of been doing what I say, and everybody's liked it thus far.
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So that's that's uh that's how I got started, and that's what inspired me.
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Perfect, man.
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Perfect.
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And congratulations on you know being able to go out there and start your own business.
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A lot of people can't do that, so that's a great accomplishment.
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Uh Arnold, you're the CEO of Cure Biomedical.
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What makes Cure Biomedical, in your opinion, different from all the other healthcare technology providers?
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We know there's a lot of them out there.
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So, what makes Cure Biomedical different?
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Well, I'll be honest, I'm newer to the industry.
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So I started my career in sports medicine, went down the professional route, and then eventually went into healthcare management and leadership.
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And I went to managing and running ambulatory surgery centers.
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And when I was there, we had an ISO service provider that was doing all the preventative maintenance and corrective maintenance on all of our equipment.
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And we started seeing failures immediately following service.
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And I thought it was strange.
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And especially around anesthesia machines.
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So we had a professional relationship with Wanaparte local hospitals, and I called one of their anesthesia techs, not the service tech, but the actual anesthesia tech who's in the room in different cases to come check out one of our machines.
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And they were telling me, hey, you haven't had a true PM on this machine in years.
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And they were pointing out different components of the machine, that there were some supplier chain disruptions.
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So some components had changed colors, changed manufacturers, et cetera, and that I still have old components within that machine.
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So I went and talked to the server service provider.
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They claimed, you know, hey, we were just trying to save you guys some money, yada yada yada.
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To me, that wasn't the right route.
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That's not what you do for preventive maintenance, and that's not safe for the patient.
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So I went on search for another service provider, which actually came across CureBomb Medical and brought them on board.
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They did a fantastic job.
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And Bill and I got along really well.
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And one day he convinced me to try something new.
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And for the last two years now, I've been serving as uh CEO of Curebom Medical.
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And one thing that we do that's different, or I I wish it wasn't different, was we don't take shortcuts.
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We do the right thing.
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We do what's best for the customer and ultimately the clinicians and patients.
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I'd like to add that it's been really nice to have an individual from the clinical side on board, and especially someone not only from the clinical clinical side, but the the executive clinical side, from you know, being on the floor with the patient and the OR to all the way up to the executive side.
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So it's it's nice to have that side representing here as well.
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So thanks for that, dude.
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Oh man, man, I would tell you just from the first two questions, guys, it looked at cure in a whole different light because I meet you guys at the shows and we just mainly talking and getting catching up on how life has been lifing.
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But I love the way you guys speak about your company.
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I can hear the passion in it, and I love the direction you're going with it.
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And Bill, you mentioned earlier how you was kind of hard to manage.
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I don't know where that can come from.
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But but but but a lot of times out of frustration comes innovation.
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And Bill, it's to you.
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Was there a particular experience or challenge that inspired you to want to develop something different that we can share with the industry?
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I mean, just in general, like I said, that getting to know the culture of institution, hospital, organization, and knowing everybody from the janitors or EVS, whatever you want to call, all the way up to the surgeons and executive leadership, and knowing how they all work together, that's that's that's been something that that I've always been frustrated with because I was never allowed to talk to any of those people.
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I was never allowed to even go to events or anything at some of these organizations that I work for.
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But yeah, if we're seguing into the Vision Tech where as a technician myself, especially as like a sterilizer tech or working in the ICU, I mean, you're limited by space.
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It's it's it's I mean, I don't know if you've ever been in the service corridor for a sterilizer.
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Some of them are pretty tight and you don't really have space for a big service manual or anything like that.
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Or if you're on your knees underneath a heat exchanger trying to wrench on something, you forget a certain uh certain part, or or you don't need to ask for a certain part, or or just want to take notes or something like that.
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You know, the vision tech where it's kind of that's where it was bird and it's been kind of inspired, is because you're able to just actually, while you're there, take notes and you could, you know, take a look at where you're at.
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If you need to know something on the fly, on the history of the device, like if you're like, oh, has this S1 valve been changed?
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Or when was the last time this was changed?
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It'll go through the history in your CMMS, which is linked, and then you'll be able to right then and there know the data was changed, so it can help you with troubleshooting outside of also doing real troubleshooting right then and there, hands-free, without having to reference the manual or anything like that.
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So that's kind of where it was inspired, one aspect of it, you know.
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And of course, again, like if you get stuck somewhere, you can always chime in to expert on that piece of equipment and have a conversation with them that help you out.
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Okay.
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Arnold, I guess, same question, I'll go to you.
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Can you Vision Techware, can you possibly elaborate on someone hearing about Vision Techware for the first time, like myself?
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Can you explain and give us more detail on it?
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Yeah, we developed uh Vision Techware, and the fun and innovative component of it is that it's a hands-free headset, has a built-in AI assistant, and has the ability to chime in a live expert.
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So, what that allows for the technician who's out in the field, under the sterilizer, whatever environment they're in, right?
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They're able to work both hands, they're able to get all their values, all their notes documented, transcribed immediately as they're doing the work.
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If they get stuck on something, they need an IFU, they need a service manual, which we're able to pull that up directly into the into the technician's uh field of vision.
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And again, if they get stunked with that process or need a little extra assistance, they pull a live expert in without having to, you know, do a video call where you're holding a cell phone with one hand and you lose one hand as you're trying to disassemble a piece of equipment.
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You know, this is there's so much more to this, and yeah, I know we're gonna go into this a little bit deeper as well, but the camera has a uh infrared thermal camera, so we can look for anomalies in heat distribution on ports, on sterilizers, and what have you.
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We can again, you know, not to not to harp on this live expert component, but really helps those that aren't as well versed in a particular piece of equipment if or you know, if they need some extra assistance with that.
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And you know, for those that are listening right now, if you want to see what it looks like as we're still talking about this, you can go to our website at uh www.vision techware, w e-ar.ai, and take a look at this device as well.
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Okay.
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Uh cool.
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I love that.
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I'll put the um website in the um comment on the appreciate.
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Now you mentioned AI a lot, so I'm assuming there's an AI assistant on there.
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Just like with AI, we have AI agents, and sometimes you name it what you want to name it.
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You can, you know, I have one I call B Hulk.
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Do y'all have any kind of funny names for any AI assistants with these vision tech wear?
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Or can we name it anything if we happen to have a set?
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We have named it.
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Um, really?
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We have named it.
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Our our AI assistant is named Ralph.
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And this is uh in homage to Ralph Nader.
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And this is based on his, you know, in back in 1971, he published an article in the Ladies' Home Journal called Danger in Our Hospitals.
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He made a claim that 1,200 people a year were being electrocuted by hospital equipment.
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That number was probably way too high.
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And a lot of folks in our field still argue about that number.
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Regardless of the number, it doesn't matter.
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The people that read it were the hospital administrators, the board of trustees.
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And all of a sudden, somebody had to be held responsible for every piece of medical equipment that was brought into a hospital that touched the patient.
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And that's when that push for electrical safety standards, accreditation agencies asking for inspection records, hospitals hiring more personnel who became today's biomedical clinical engineering departments.
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You know, and although he didn't start the field, you know, Amy has already been there, but he really lit that fire under it and built a built the found not foundation, but built the need and the visibility to to hospital systems that they needed violence.
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And naming it Ralph felt right.
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And just uh just to add to that, 1971 was when that happened, and 1972 is when the CIA form.
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You've shot California Medical Instrumentation Association, baby.
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Yes, sir.
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Now who in general are is there anyone in particular?
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I know you created this vision tech where for the industry, but in particular, or is there anybody that you really want this to be an asset for?
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If you had to pick a certain part of the healthcare industry?
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Any one of you can answer that.
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You take take one?
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Yeah, I'll not take one.
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Yeah.
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This stemmed off of a need by our rural health partners.
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A lot of rural health in the United States are A, highly underserved, and B are being taken advantage of by service companies, by OEMs, because of the travel time required to get to their facilities, where they're calling OEM or service provider to come out to triage and diagnose a piece of equipment.
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They're paying a copious amount in travel time to get out to their facility, just for the technicians say, Oh, you need this part.
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It's not in my van.
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I need to order it.
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I'll come back, I'll charge you another travel fee.
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And now the hospital in this community that has limited access to healthcare has continued downtime on medical equipment.
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So we built this product with a big emphasis on that and want to give back to our rural health partners.
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And I worked in real health rural health for many, many years.
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And I seen it firsthand, and I've been the technician, like I said earlier, though in this conversation, where we had to, you know, I'd have to sit and wait a day or two for a part in the hotel or even drive to another service call and come back.
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And and it just the it just it just complicated things.
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And if there was the technology like this available, certainly on several occasions could have helped triage or helped.
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I mean, some of the stuff we could have just walked people through.
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And you know, other things, the eyes on it and being able to talk to some of these people from rural health and have them do some of the things with their hands free would have would have really helped identify some of the issues rather than them saying, it doesn't work, just get here.
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Yeah, I mean, I can tell you not just rural areas, probably the metropolis, the big metropolis also, because you have the OEM say, Well, we can't get to you till Monday because he's coming from two states over.
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But I guess imagine if he can put those goggles on, or headset rather, and they can see.
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They literally probably can walk you through how to look for some steps, and then like you said, he can bring the parts with him.
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So I think it's gonna touch.
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Go ahead.
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I'm sorry.
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No, I was just gonna say that a lot of times people have a hard time vocalizing or explaining what is going on in front of them.
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And uh when the expert can see it, it's it it makes it makes for that not being an issue as much.
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Man, that's so true.
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I always tell my guys, tech support is only as good as the person on the other end of the phone.
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If you're not describing it correctly, they're gonna give you the answers to what you're telling them.
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So you're absolutely right.
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Now, Bill, let me ask you this question because this is a huge elephant in a room with all this AI progression going on.
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Uh some technicians are concerned that AI would eventually replace them.
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Uh do you see AI replacing BMEDs or making them more valuable?
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Which way do you see it?
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Uh, I mean, it's it's like any introduction of a new technology.
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There's gonna be people that like when computers came out of rooms thinking they're gonna take their jobs and stuff like that, and you have a TVs camp.
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I mean, there's so many things that go along with a new introduction of technology.
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AI, to me, so many people are scared of it, but to me, right now it's it's it's a tool that you're you gotta responsibly use.
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And you know, with our system, everything is is is is guarded.
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We're not using like a large large model, large language model or anything like that.
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Everything's coming from what we put in.
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So the equipment that we know that we're working on has information that we entered and it's been vetted, so we know it's good information.
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And as far as being used by technicians in an appropriate way, all it is is a a tool.
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It's it's it's the the the biomed uses an additional tool.
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The biomed will always be the biomed and and there will always be a need there.
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There's there's not going to be a replacement for a biomed at all.
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It's it's it's gonna enhance their skill set and and and it's gonna enhance their efficiency levels too, by a great deal, if you ask me.
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There's so many benefits.
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So yeah, I I don't think so at all.
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Yeah, if I can chime in on this as well, sure.
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This is gonna be a great tool to help technicians out in the field because I don't know about you, but do you have every error code memorized for every device you work on?
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Right?
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Of course.
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Nah.
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So as you're working with these on, the AI is referencing those terrorist manuals.
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It can pull out that error code, the troubleshooting guide for that, some of the steps as you're pulling components out, it's able to pull those part numbers for you if it's deemed that that's needed for a replacement.
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So we're really helping reduce that administrative time required and allowing that time to be returned to the technician for what they are good at, which is working on the equipment and getting the equipment back up and running, not dumbing through a service manual.
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Yes.
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Now, we know there's a shortage in the HTM industry.
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How will the vision tech wear help with that?
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Yeah, let me take this one.
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It's it's going to help with A efficiency, like we just talked about, where these service manuals, these troubleshooting guides, those error codes, all that is readily available.
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So now you're not use you're not spending more of your day looking this up.
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It's right there spoken to you or put into your field of vision immediately.
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Additionally, it's going to help as those technicians with 10, 20, 30 years of experience are being sent to higher acuity calls, and the and the younger professionals are being sent to other calls, and sometimes maybe even being sent to devices they're not familiar with.
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What this is going to allow is that the younger workforce, or even those that aren't familiar with device, are able to connect with the AI or even a live expert who can chime in, assist them in real time.
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And now these tenured technicians, these experienced experts, have a further reach than just within their department, within their hospital and beyond.
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They're going to have a further reach to expand their knowledge to more professionals.
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Now, here's the million-dollar question.
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Are we looking at a new troubleshooting tool?
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Or could Vision Techware change how hospitals manage medical equipment service?
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Anyone of you can answer that one.
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Yeah, I'm going to take this one as well.
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I don't think it's going to change how hospitals let me rephrase it.
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I don't think it's going to drastically change how hospitals manage medical equipment service.
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I think it's going to optimize it and make it more efficient.
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And because at the end of the day, like Bill had said earlier, it doesn't take out the human component.
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The biomed is still the biomed.
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The AI is not going to go in and repair or replace a board or anything like that.
00:22:09.279 --> 00:22:09.839
Right.
00:22:10.079 --> 00:22:59.039
But what it is going to do is it's going to give you the tools, the resources, and the expertise from years of data and experts from around our nation to assist in device repair, in corrective maintenance, in preventive maintenance, even procedures and protocols on that, as well as reduction of the administrative burden that is asked after a service is completed, where technician must go back, remember all the values that that read out of, you know, whether they were doing PM or a corrective maintenance on the piece of equipment and get it documented almost in real time.
00:23:00.640 --> 00:23:04.000
As that service being completed, documentation is done.
00:23:04.240 --> 00:23:13.119
And for me, coming from a clinical end, one of my mentors always harped on me that if it's not documented, it never happened.
00:23:13.359 --> 00:23:16.319
And the same goes is true in HTM.
00:23:16.480 --> 00:23:19.680
If we don't document what we do, it never happened.
00:23:19.920 --> 00:23:48.400
And that's going to increase, I think it's going to overall increase the accountability, increase the compliance, reduce equipment downtime, and also give your leadership, your hospital leadership, measurable, tangible KPIs on your department's performance, response time, and whether you know whether equipment is back up and running and ready for the patient.
00:23:50.799 --> 00:23:53.920
Now vision tech wear.
00:23:54.880 --> 00:23:57.359
When can people put their hands on this?
00:23:59.759 --> 00:24:05.039
We're doing an official product launch next week at NDX Bloor in Orlando.
00:24:05.839 --> 00:24:07.680
So we will be there.
00:24:08.160 --> 00:24:14.160
If anybody wants to come demo it, we're going we're at booths 108 and 110.
00:24:14.480 --> 00:24:25.680
We will have live demonstrations of the product where you can put the headset on, try it out.
00:24:26.160 --> 00:24:34.640
You can even sit in the experts chair and look what see what it looks like from that end as well, and get this full 360 view of the entire product.
00:24:35.519 --> 00:24:36.000
Awesome.
00:24:36.079 --> 00:24:38.160
Man, I can't wait to touch it personally.
00:24:38.400 --> 00:24:39.119
It's great.
00:24:39.279 --> 00:24:40.640
I love the innovation in it, man.
00:24:40.720 --> 00:24:49.599
And you guys are bringing something to this industry that I think, well, I've never seen it before, so this is groundbreaking, and congratulations on this, guys.
00:24:50.319 --> 00:24:50.640
Thank you.
00:24:51.680 --> 00:24:53.039
Let's pivot a little bit here.
00:24:53.279 --> 00:25:01.200
No, uh one of my biggest passions is giving back to young people, exposing them to the HTM industry.
00:25:02.480 --> 00:25:05.200
Bill, you mentioned CMIA earlier.
00:25:05.839 --> 00:25:12.160
Do you have any type of responsibility to helping build the pipeline?
00:25:14.720 --> 00:25:19.359
My first employee was hired from a CMIA meeting that was just out of college.
00:25:20.240 --> 00:25:24.160
And she's helped, she's helped grow the company and been very valuable.
00:25:25.920 --> 00:25:39.200
We've always, especially as I've grown, and you know, I've I've always been a part of these professional organizations, you know, been involved on multiple levels, president, for many years.
00:25:46.640 --> 00:25:55.599
We've seen a lot of people come from schools in there, and Cure Biomedicals hired a lot of people from that professional group.
00:25:55.759 --> 00:26:16.079
We've also I've also run across several people in my life that that just got out of like a four-year college program to be a mechanical engineer or an electronic engineer, and they're still, you know, stuck with their college job waiting tables because no one will hire them because they're brand new out of school, no experience.
00:26:16.400 --> 00:26:23.119
So a lot of those, a lot of those folks, I like to give them the opportunity to put their degree to work, so to speak.
00:26:23.359 --> 00:26:30.000
And I've hired a couple electrical engineers, three mechanical engineers.
00:26:30.160 --> 00:26:31.680
We've trained them on the fly.
00:26:31.920 --> 00:26:35.759
And you know, you get you gain a little bit of loyalty from giving somebody a chance like that.
00:26:35.920 --> 00:26:41.759
And and to be honest, like everybody I've hired from from that perspective has done a stellar job.
00:26:42.000 --> 00:26:50.319
And we also have uh brought in interns to help them get through their their to get some of the requirements for the degrees and stuff like that.
00:26:50.400 --> 00:27:03.599
We brought them in and paid internships, and a couple people that didn't quite know what biomeds and clinical technologies, healthcare technology management, whatever you want to call that.
00:27:03.759 --> 00:27:07.039
They didn't know what it was, and it was I tried to explain it to them, and I couldn't really do it.
00:27:07.119 --> 00:27:17.440
So I just get in the car, we're going, we're going to Long Beach, and then went to Amy, brought a couple of my friends there that I thought would be a good fit in this field.
00:27:17.759 --> 00:27:19.039
They kind of just looked at it now.
00:27:19.119 --> 00:27:19.920
They're at UCS.
00:27:20.240 --> 00:27:33.200
They worked for Cure for a little bit, and the goal at the time was to get them into some different places, and and some of them are exactly where we aim them to be, and some have exceeded and are in leadership positions now.
00:27:33.440 --> 00:27:39.279
So yeah, we we'd definitely like to to help bring people into the industry.
00:27:39.440 --> 00:28:01.039
I know that CMIA is working very hard right now with some educational portions, and uh, I know Renato and some people over in the South Bay are doing some good work with educational platforms, and we look forward to bringing some of those some some of those new some of that new talent on on board in uh and in uh the capacity of what it goes, interns or whatever you want to call it.
00:28:01.200 --> 00:28:04.000
Yeah, give some people a chance.
00:28:04.400 --> 00:28:13.839
Oh man, I congratulate you on that, man, because you really might not think of it this way, but you literally changing lives each time you give them an opportunity.
00:28:14.079 --> 00:28:21.359
And not just their life, but you could be changing the life of those who they may support or who may look up to them.
00:28:21.599 --> 00:28:23.279
So I love it, man.
00:28:23.440 --> 00:28:27.119
Keep up the great work, and man, that's an inspiration for anybody that's listening.
00:28:27.359 --> 00:28:33.279
If you have the bandwidth, it's always great to give back and bring someone along, man.
00:28:33.440 --> 00:28:36.000
So congratulate you on putting that effort in there, man.
00:28:36.319 --> 00:28:37.519
People deserve it, man.
00:28:37.759 --> 00:28:38.319
Yes, sir.
00:28:38.400 --> 00:28:39.680
We have dumb people.
00:28:40.640 --> 00:28:41.039
Yeah.
00:28:41.279 --> 00:28:43.759
Now, Arnold, I'm gonna ask you this question, man.
00:28:44.000 --> 00:28:44.640
Yeah.
00:28:45.519 --> 00:28:50.079
You've been in the industry not that long, so we're gonna look ahead instead of behind.
00:28:50.319 --> 00:28:54.160
When you look five to ten years into the, let's just do, you know what?
00:28:54.319 --> 00:28:58.319
Let's say five, because that's like 20 years now in the technology world we live in.
00:28:58.960 --> 00:29:01.039
So let's just say five years from now.
00:29:01.279 --> 00:29:02.720
Where do you see cure?
00:29:03.039 --> 00:29:10.960
Well, now it's cure biomedical, vision techware, and let's throw in the HTM industry also.
00:29:11.119 --> 00:29:12.799
Where do you see all three heading?
00:29:12.880 --> 00:29:15.519
You could take them one at a time, all three.
00:29:15.920 --> 00:29:16.799
Where do you see it?
00:29:17.759 --> 00:29:19.039
That's a big question right there.
00:29:19.119 --> 00:29:20.559
That's a loaded question.
00:29:21.039 --> 00:29:23.119
You got the answers for it, man.
00:29:23.839 --> 00:29:24.480
Yeah.
00:29:25.599 --> 00:29:28.960
Look, for but let's let's take them one at a time here.
00:29:29.200 --> 00:29:29.759
Yes, sir.
00:29:30.000 --> 00:29:30.559
All right.
00:29:31.920 --> 00:29:34.880
I'm gonna go in backwards order of what you just gave me.
00:29:34.960 --> 00:29:36.720
Okay the HTM industry.
00:29:36.880 --> 00:29:37.200
Yes.
00:29:37.359 --> 00:29:48.240
I see the HTM industry gaining more and more responsibility within the hospital ecosystem and that healthcare environment, right?
00:29:48.480 --> 00:29:58.480
Because as devices, and we're already seeing this now, as devices are becoming more advanced, they're all connecting to the internet, they're all doing more and more things.
00:29:59.519 --> 00:30:12.559
The lines between HTM, IT, data integration, all that are slow, quickly actually becoming blurred, right?
00:30:12.720 --> 00:30:20.160
So there's gonna be more responsibilities by the HTM field and industry as a whole.
00:30:20.319 --> 00:30:29.759
We're gonna be responsible for many more avenues than just the device, because devices are now starting to hold its own data, right?
00:30:30.079 --> 00:30:55.279
And that's going to expand the requirements of our of our personnel to be able to triage to diagnose and to repair a variety of issues that can come along with these advancements for tear bomb on vision tech wear.
00:30:57.759 --> 00:31:07.200
I see us moving into the future with that, and that vision techware is a step in the right direction with that.
00:31:07.279 --> 00:31:34.160
It's adoption of advancing our technology on the service end to match the technology that is being pushed out by these new devices, and give us all these tools available to us to continue to keep all of this critical equipment up and running for our clinicians, for our patients, and our community as a whole.
00:31:37.920 --> 00:31:39.039
Okay, yeah.
00:31:39.359 --> 00:31:46.079
Now I usually ask like the last questions about giving advice to the industry.
00:31:46.319 --> 00:31:48.799
But Bill, I want to switch it up a little bit.
00:31:49.839 --> 00:31:51.359
This question's for you, Bill.
00:31:54.400 --> 00:32:00.720
When your journey is over in the industry, what do you want your legacy to be?
00:32:02.880 --> 00:32:03.680
My legacy?
00:32:03.759 --> 00:32:21.440
I just I just I want to have a good group of folks, like you said, you know, people you bring on, you change some lives, you get some people that that that would have otherwise been in a whole different situation, you know, to have to have enjoyed their time at the company.
00:32:21.680 --> 00:32:33.359
Like as far as the legacy, I'm not too too terribly concerned about that, other than you know, having changed other people's lives for the better is is pretty much all I could ask for as far as that's concerned.
00:32:33.519 --> 00:32:58.559
As far as the company's legacy, to have been one of the companies that did what they said all the way through to the end and never changed the culture of of kindness and and and you know, but put but put the culture of of of a good work environment, a good ISO, or whatever we become as as I mean take a customer goes like, oh, I loved working with that company.
00:32:58.640 --> 00:32:59.440
That they're great.
00:32:59.519 --> 00:33:08.000
You know, I mean, how many companies have you worked for or worked with, or either, and you're just like, gosh dang, I can't wait for them to leave, or I can't wait to get out of this.
00:33:08.160 --> 00:33:08.880
You know what I mean?
00:33:08.960 --> 00:33:11.440
It's it's I want I want everybody to have a good experience.
00:33:12.240 --> 00:33:15.519
So that's what the company's legacy in my eyes should be.
00:33:15.759 --> 00:33:26.079
Whether we put a dent in it for introduction of new technology, which I'd like to, I'd like to certainly take advantage of that, because I mean, we've been sitting around waiting for these new technologies to pop off.
00:33:26.160 --> 00:33:32.559
We've always had the ideas, but the technology's never been there to to to make these ideas reality, but they're becoming that.
00:33:32.640 --> 00:33:41.440
So we're gonna jump all over that and hopefully we could grow in a big, big position, a big way to put a nice dent in the efficiency and progress of of HTM.
00:33:41.599 --> 00:33:54.720
I mean, it's it's it's moving, like Arnold was saying, in so many different ways so quickly that we want to stay right there with the the the forefront of making this uh this new move uh movement in the industry.
00:33:55.039 --> 00:34:02.400
So like I said, I just wanna I just want to make sure that we change lives for the better in any way and everywhere we can.
00:34:02.480 --> 00:34:06.880
And through technology, we could do we could do that, and then through kindness, we could do that as well.
00:34:07.200 --> 00:34:07.599
Yes.
00:34:07.839 --> 00:34:09.760
Now, Arno, just for you.
00:34:10.000 --> 00:34:12.719
Uh I love the I love the relationship you and Bill have.
00:34:12.800 --> 00:34:14.159
It's a great relationship.
00:34:14.400 --> 00:34:26.239
Now, Arno, as you've been the CEO of Cura, what responsibility do you feel to carry the vision full of what that Bill just talked about?
00:34:28.000 --> 00:34:31.199
Yeah, it's a tremendous responsibility.
00:34:32.800 --> 00:34:34.079
It really is.
00:34:34.400 --> 00:34:43.440
And you know, I think we do that each and every day through the work of our incredible team.
00:34:43.760 --> 00:35:07.519
And that truly allows us to have a good culture as an organization as we extend that to our health with our partners and hospital assistant partners, which then trickles down to again back to those clinicians and to the patients who are probably experiencing some of the worst days of their lives.
00:35:07.679 --> 00:35:19.119
And we want to make sure that that equipment is up and running and ready for them or their children or their parent or grandparent, whoever is there and needs that care.
00:35:19.599 --> 00:35:30.719
And that's what's important at the end of the day, that their care isn't interrupted due to faulty equipment or problematic equipment.
00:35:32.639 --> 00:35:36.880
Man, I appreciate both of you guys coming on tonight, this evening.
00:35:37.760 --> 00:35:51.119
Anytime you want to come back and break any new innovation that you may have put your hands on or want to introduce, you're always welcome to come back and look forward to seeing you guys at the MD Expo.
00:35:51.599 --> 00:35:52.639
It's always a pleasure.
00:35:54.400 --> 00:35:54.800
Thank you.
00:35:54.880 --> 00:35:55.119
Thank you.
00:35:55.199 --> 00:35:57.039
We look forward to seeing you over there too.
00:36:00.480 --> 00:36:04.559
Bill and Arnold, thank you both for joining me today.
00:36:04.800 --> 00:36:06.880
What an incredible conversation.
00:36:07.119 --> 00:36:12.559
We talked about innovation, artificial intelligence, and the future of HTML.
00:36:12.880 --> 00:36:19.039
But what stood out to me the most wasn't the technology, it was the purpose behind it.
00:36:20.079 --> 00:36:30.159
Because at the end of the day, we don't just repair equipment, we protect possibilities, impact lives, and help shape the future.
00:36:31.199 --> 00:36:34.480
And to everyone listening, I leave you with one question.
00:36:35.599 --> 00:36:38.079
Who's better because you were here?
00:36:38.960 --> 00:36:45.519
Because your greatest legacy won't be what you accomplished, but what you made possible for someone else.
00:36:46.559 --> 00:36:48.480
I'm Brian Hawkins Sr.
00:36:48.880 --> 00:36:52.639
And this has been another episode of HTML.
00:36:53.760 --> 00:36:59.920
Until next time, keep growing, keep inspiring, and keep making a difference.