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with our managed integration solution, not just waiting there for someone to assign it.
We actually know what's upcoming based on what we have already seen all the way from assessment and what new systems are being implemented.
Welcome to This Week Health. My name is Bill Russell. I'm a former CIO for a 16 hospital system and creator of This Week Health, where we are dedicated to transforming healthcare, one connection at a time.
Now, onto our interview
welcome to today's Solutions Showcase with Vik Patel and James Wellman. [00:01:00] James Wellman is a VP and CIO at nathan Littauer Hospital and Nursing Home is a comprehensive healthcare facility located in Gloversville, New York, providing a wide range of medical, surgical, and long term care services.
Vik Patel COO of Teedo Inc. Teedo is a comprehensive healthcare IT solution provider specializing in modernizing healthcare environments. Securing interface infrastructures and enabling real time data connectivity. We're here today to tell some amazing stories about the work you two have done. Welcome to the show.
Thanks Sarah. Great to be here.
Absolutely. I'm going to start with the obvious. And can you both share how your initial meeting at HIMSS sparked the idea for collaboration and what made you decide to explore the Teedo product suite together?
Well, you know, I can kind of start us out there. Vik reached out to me prior to HIMSS.
We connected through LinkedIn. And we started talking found we had some common things from our past
from areas where we lived in, in Kentucky. So we thought that was interesting. We agreed to meet at HIMSS and have some conversations because he was explaining to [00:02:00] me his company's offerings, what they could do.
I was telling him what we needed. But we met in person at HIMSS with his team and kind of started forging a relationship there. So, it's about relationships. So that was a really important component for
Yeah, and that was exciting meeting in person and I say that because you know, I have been following James on LinkedIn for a while and
We've been talking through the messaging and and I was like, hey, let's meet finally last year.
And so that was nice like I said, we both went to University of Kentucky We both lived in Lexington, Kentucky for a long time and which by the way I mean this year in Vegas March Madness should be a lot more fun You know, Kentucky's doing really well for all the basketball fans out there.
Well, last time I checked, y'all were ranked 8th nationally, so I guess it's okay to say go Wildcats.
We have hope and hope, too. Love it.
Well, building a relationship before the partnership began is rare today. [00:03:00] How did that foundation of trust shape the success of the collaboration?
I can say for me, it's a core component of who I am.
far as a CIO it's a relationship game. If I just wanna buy a product
I can just do a basic, like, I need this, gimme that, and it's just a black and white transaction in this case. That's not what I like to do with partners that we look at. Beyond that, I think vendors who just want to give you something versus vendors who want to help you.
And I think that was a key component through the conversations with Vik. That started growing. But the face to face and in person, there was obviously, we connected, we linked up, and it was, how can I help? Not, what can you buy from me? And I'm always looking at these vendors. of like, you know, how do they want to treat the transaction with me.
I've worked at extremely large healthcare institutions where people are beating down the door to show up, and I'm at a point now I'm at the smallest healthcare system I've ever worked at, and when you show up that [00:04:00] says quite a bit to me, and that was really important. But, you I think with all good vendors who want to be partners, it's a relationship game.
So that was critical to me. And it felt obvious to me that Vik shared the same exact kind of mindset when he started speaking to us.
No, I appreciate that. And, you know, Sarah, I feel like, similarly, I mean, in somebody in James's position, or, you were CIO for a long time, too, I think it's easy for you guys to see when somebody's bringing value, right, and it's not just about selling a solution or a service, because sooner or later, you will you'll realize what's going on here and if you are actually getting any value out of it, so it's not the way we work and definitely want to make sure that that is actually a problem that we are solving and working together.
So I appreciate James's comments that he likes our approach.
Well, and he points out, which is so critical as a CIO, treating me the same in a positive manner, whether I'm running a 200 million organization or a 2 million organization, speaks [00:05:00] volumes about how the relationships are built. So James, what stood out to you during Vik's initial assessment that gave you the confidence to move forward with modernizing your environment?
What was interesting to me was initially when we spoke, I said, look, there's just because I'm asking you to do the assessment, there's no guarantee that we're going to ask you to be the solution provider with that. And again, it's kind of approach that I normally take.
So when they came in, it was just really honest. They talked to us about what they'd found. The opportunities for improvement with the current package that we had on our interface engine. And let's just say that the problems and opportunities , were vast. So, one of the things that they did is they put it very clearly and concisely together.
Showed us how we could have some quick wins, show we could have some immediate results. But they were very forthright and honest with us and said, this is going to be a bit of a long stretch on whomever you pick. You know, you're going to have to go do this for a while, make some good meaningful changes.
And, you know, we talked [00:06:00] about that, but the key was when they were working with the team and talking to their team, there was a lot of respect. my team felt valued. They felt That they were not being talked down to at any of the time during this, and the reality of it is we did not have any experts on the interface engine at that time.
The person who had done that work had left before I actually arrived at the hospital. It was a bit of a sore point for us and it was a lot of difficult work. So they handled that with grace and that went a long way with us.
I love that. Vik, from your perspective, how do you approach assessments to ensure they deliver actionable insights to your clients like James?
So for us in the assessment, one of the things, you know, we try and understand is first of all, What is the current state, right? So starting from the current state and then what is the future vision? What are the strategic initiatives that the leadership has planned for? And you know, how do we get from the current state to that future readiness
And at the end of the [00:07:00] assessment, as James is saying in the document, we have a very clear picture of What is currently in place, where the gaps are, where the gaps are from a technology perspective, where the gaps are from an expertise or resourcing, and then we also come up with a detailed implementation roadmap to get to the future state.
And there are regular check ins to make sure that the milestones that we have in the plan are being met, just because we know that a lot of the future initiatives like, you know, cloud implementations are actually dependent on it. And I was just talking to Lance on James team that, hey, Once we have a milestone coming up, once we are fully live on the new engine and everything, you know, let's do another check in and make sure where we stand from a milestone perspective.
So, you know, it's not just about documenting, what we see, but actually kind of paying attention to what the goals are and then executing it.
We talked about these kind of things. It was obviously we shared the same mindset.
So I'm all about baselining, [00:08:00] assessing, figuring out and measuring where we go. And so that was one of the things for us that, you know, it was obviously we had the same kind of approach to how to problem solve this. So that was a really big component on that personal
And the assessment led to impressive advancements for you.
Like seamless upgrades, real time HIE connections. You were the first in your area to do that. And proactive monitoring. Can you talk about the impact these changes have had on patient care and operational efficiencies?
Absolutely. So for us, like I said, we did not have a reliable interface. And so we spent a lot of time.
Kind of troubleshoot these things, work with some different third parties, or not even realizing that things were not working wasnt totally disastrous, but it made the work a lot more difficult. So when we first went into this they identified some of the immediate problems.
And so we just said, well, we like that. We did a short term engagement. And we hired them to do some part of [00:09:00] that things that came in and they fixed those. And what we quickly realized was. That's not a worry anymore. We're not coming in every morning. I'm not waking up in the middle of the night because things aren't processing and somebody's calling us.
So we really like that approach. And the next thing you know, we said, well, Let's look at extending this for a year and maybe kind of going all in. By doing that, it allowed us to focus on where we really needed to do some enhancements in our Expanse build. Things that we'd not been able to do before.
It was noise, but it was a loud and important noise off to the side. But it took the focus away from the things that we were doing for our providers, for our clinicians so that they can serve our patients and residents better. Like I said, those are the types of things that we want those relationships.
I want somebody to help us understand the mission. We're in healthcare and we're in IT. I don't do the direct clinical touch on a patient, but we sure impact it and save lives every day. And we feel like we are part of that. We know we're a part of that. So by having them on the [00:10:00] team, that just took one thing out of our hair that we had to worry about anymore, not to have much hair anymore.
So those are the kind of the challenges that we'd have to have. And the team honestly was a little reticent. They had not had good experiences with some vendors in the past because they had not approached the relationships, in my opinion, correctly and managed the expectations. This was one of two simultaneous relationships we had going on at that time.
And so the team really embraced this and they saw that, oh, this is a vendor that's here to help. This is actually a partner. And not just a money exchange, which is how they did it previously. So that really helped us a lot. that eased the tensions on my team. And it , allowed us to move forward and worry about the day to day
thank you for that assessment. That was really good. Maybe I'll give a little bit more technical side of things, you know? So what has followed since the assessment and what we have been able to [00:11:00] implement. So we went from, you know, knowing exactly all the interfaces, you know, all the integration that's happening between the internal and the external applications is working seamlessly,
and it's being proactively monitored. And You know, this is where I think from a patient care, it's definitely a huge impact, so instead of having to call in and the end user having to call in tickets and someone trying to figure out what's going on instead, now our team. can actually proactively see what's happening, take care of the issues before even somebody has a chance to call in.
It's preventative care. I mean, we're, we're avoiding problems now that have been sadly routine and accepted. That's just what it does. It goes down and we're like, no, that's not that. So, we've They allowed us to set a new operational standard.
They should expect excellence and not accept mediocrity. And that's something we want to push.
Well, you've turned problem solving into problem avoidance together. So what are some of the examples of the [00:12:00] challenges you've proactively addressed? How has it benefited your teams and your patients?
A great example was last night.
We had a comprehensive update and upgrade from things going on across our entire. Server Farm and Metatech, everything was restarting you know, and that's always gives you a moment for pause when you're resetting everything in the data center pretty much, but there were some big patches that came out, big things we had to test, we were prepped, we were ready, we did that.
Interestingly, in the background, the interface engine really never really had any problems at all. recognized it, anything that was going on, there were no calls, there were no lost data, nothing. So, nothing this morning walking in. After the team was here last night, I didn't wake up to any, bad phone calls or texts.
And that's not always the case. So those are the kind of things that's invaluable for our team. We're a small team. And so if we have to spend a lot of time working on that, we're not doing anything else. We're not making it better. We're not helping people out. [00:13:00] So that was a huge one just to see it happen last night.
And that was the first time we've had anything of that magnitude since we've had the partnership to do this type other than, , some major upgrades. But we went to bed last night and didn't worry about it. And I think that's a really huge component for us.
Yeah, and we saw it happening, our monitoring solution creates tickets whenever it sees issues or downtimes.
And I did inform the team that this is upcoming and, you know, it's okay. So when it does create it and it actually auto closes, the IIS solution actually auto closes the tickets too as things get resolved. So we did see it happening and things getting resolved as expected, which if it wouldn't have, our team would have jumped in.
And, you know, made the calls, or worked on the issue. But yeah, so, definitely both ways. If we actually do see an issue and it's not resolved, we would actually, we would be the one calling in somebody in IT and saying, Hey, we still see this issue, it's not resolved. This is how we should fix it.
[00:14:00] But just letting you know that this is an outstanding issue and we are actually working to resolve it, which is kind of, the opposite of a clinician or somebody in the ER calling in and saying, hey, I've been waiting here for 45 minutes or, you know, , however long and things still are not good.
So anyway, it's just a whole reversed case here, while, you know, IT knows what's going on before the clinicians ever realize. That was an issue.
You have a new marketing slogan, Vik. You can say, We don't keep you awake at night. Remember, that was always the question we get. What keeps you awake at night?
Like, you know what? Actually, part of Teedo , I don't have to stay awake at night during upgrades now. Which leads us to how you both emphasize the importance of Teedo becoming an extension of James's team. How has this cultural alignment and hands on engagement contributed to your success?
For us they are literally like a part of the team.
So they're on our phone calls, they work with multiple vendors that we're on whether it be for Meditech for Expanse or GE for their Muse product. All these [00:15:00] upgrades, we treat them as a member of the team. In fact, they've had, you know, one on one meetings without anybody from our direct organization on the call.
And then they just give us an update, let us know what's happening feed into, you know, the projects that we're doing. And I can't hire that out and put somebody here locally that can do that level of work. It's a challenge, you know, so where we are here in upstate New York. So again, it's a kind of the thing for the team to sit down and that team has to trust now.
And they represent us. And when we've been on the calls, they represent us very well. So we take pride, in our name and who we are and the work that we're doing. And they're an extension of that. So we treat them like the team and they act like our team. I can't really give a higher praise
how do you cultivate a culture within Teedo that actively drives client success and builds this level of trust over time?
I mean, Tido stands for this is done. So I'll start there. And you know, we do [00:16:00] take it very seriously about making sure that our team stays on top of everything and we get things done on time. And James should not have to call me, ever, other than talk about Kentucky Wildcats. You know, so, getting distracted from his focus, and he has to make a call to me or message me about our team or issues, That's where we fail, right?
That's where we are not delivering our promise of this is done. And, you know, being an extension of his team as he's talking about. So we strive very hard to make sure that that doesn't happen.
Back to your question I just want to add that the other thing about being an extension of the team we really Make an effort so that nobody on James's team has to tell us what to do, right? It's not about like, oh, here's the task go and work on it. Like that's not what it's supposed to be because with our managed integration solution, not just waiting there for someone to assign it.
We actually know what's upcoming based on what we have already seen all the way from assessment and what new [00:17:00] systems are being implemented. So we are part of the team, All the way from a new application selection, all the way to operations. And it's really good.
Their team is amazing. They don't see us any differently. They'll talk to us as if we are sitting right there in New York, right? We're just part of a team.
So from a compliance perspective, staying real time is a game changer. And James, you've been at your organization long enough to really be on that complete modernization journey.
How has Tido helped Nathan the Tower stay ahead? Now in areas like regulatory updates and interface security.
So I, I think that the, we've started expanding and having conversations about going well beyond the interface engine with them. And obviously I'd be remiss if I didn't say they're, they're more than that.
So, coming into this one again, once you get that relationship and they've earned that trust. We have started to look at different ways as we upgrade and make our changes, have a lot of things to meet. New York has put some pretty hefty unfunded [00:18:00] mandates on us around cyber security that we should be doing anyway, you know, obviously, but not always easy.
Again, as you're looking at these things, who are we talking to? Where is that data going? And honestly, before Tido came in, we, we didn't know that. And that's really scary when you're a new CIO coming into a location. I'm like, okay, where are we sending everything? And nobody knows, honestly. And, you know, they kind of know, but there were old interfaces from years ago that were still up and functional.
And, you know, that, that really. Gave me a lot of pause really quickly. And we didn't understand the magnitude of that until the assessment began. We thought we had a good idea. So that allowed us again, to close a lot of loops, go into and find things out that put us at risk unnecessarily. And we're almost at the end of a nine month journey where we're, we're getting ready to settle everything in and be 100 percent on a new engine.
But [00:19:00] we have cleaned up the old one too to reduce the risk, so it's not like we say, well, we know we're open over there. Those got cleaned up. really quickly right after the engagement started. But again, I don't have the expertise here. I know what I know and I'm, I'm smart enough to realize that I need to get people smarter than me to work on some of these things.
So that was a, sometimes that's a lot easier than I want to admit, but in this case it's just critical. We watch every day in compliance. We have to, you know, teach our teams, make them understand what that actually means. It's just not some words and some things and boxes that we check. People trust us and, you know, we see them at their most, sometimes at their most fragile state.
And we want to make sure that we meet every criteria to keep that data safe. And to be able to keep treating them close to their families, and having a valued partner is a huge component of that. That's the only way we can survive and move forward.
I think, Sera, it's going back to [00:20:00] your, you know, Tido allows you to sleep at night.
And, I mean, it's so important because I have seen situations where, You know, point to point interfaces where nobody knew that this data was going to this vendor when the vendor was already out of business. For at least a year. It was, maybe they still had that, you know, those data points, those interfaces open, and somebody was still sending data to someone who is out of business.
So who knows where that data is going. I mean, so that's where, you know, I think it's very important that if James ever tells us, hey, who are we sharing the data to today, internally and externally, that should be produced Within five minutes, right? It's like this is exactly where you're sharing your data.
And hey, this, turn this off immediately. These people, you know, they have an issue, right? Like that, that's where it should be and that's where Nathan LaTower will be. And, you know, they, they at the end of this month, But that's where I [00:21:00] think we should strive to instead of I think we know where our data is going Which is quite risky.
It's a bidirectional interface in certain cases. So things are coming in and we're like, what is that? And those are you know, and I've seen that at other organizations, but that's something, you know, I want to know now We know exactly what's coming in and we know exactly what's going out we've had that solved for quite a while now.
And let's say at the end of the month, it'll be 100 percent fully automated. So, you know, we're looking forward to that. It's just one more step.
And there were conversations with CIOs when the change event happened this last year. And some organizations said it took us six to eight hours to figure out how to turn off an API because there was no documentation and nobody actually knew much about it.
And with a flip of a switch to a degree or a few strokes on a keyboard, I think you could shut that down in seconds.
Yeah, exactly. No, you wouldn't just, we were, we were shut down quickly and cleanly. So,
yeah. So what does the [00:22:00] phrase set it and forget it mean to both of you? And how has that philosophy shaped your day to day operations?
So you earned that title with me whether, you know, you're part of the team. A vendor or somebody that's in here. So I take it seriously. I just don't have the capacity and the bandwidth to do everything for everybody, but there's so many important roles and things that we have to do on a daily basis.
So that's a really huge component. And now from our interfaces and going forward, and as we continue to expand on that you know, that's one of the things we kind of said with them, they're a part of the team. So we give the assignment. They understand it, and then I can go on to the next thing. I get updates.
I don't have to call and say, well, Vik, what's going on? I gave you this two weeks ago, if you looked at it. I don't get excuses. I don't get, I don't have to make that call. So that to me is the set it and forget it. I get it. I get the updates. I know what's going on. If there's a challenge [00:23:00] or an issue, we know about it.
And because they're interacting with the team daily I really, personally as a CIO, I, other than like I said, Vik will text me and we'll talk about, you know, oh, that game was great last night, you know, go cats, but I'm not getting, you know, hey, this isn't working. No one's doing this. And that goes both ways.
Our team has to embrace that as well. And they have, like I said, so it's an earned trust to say that we can do that with somebody or a person. And so that's really critical thing for us. And, and It's nice to say it, but we don't take it
And for, I mean, that was really well put. So the only thing I can add to that, you know, for us set it and forget it. I think for us, you know, we want to make sure that our team knows exactly, you know, has the pulse for, Interoperability at Nathan Latour, you know, in terms of what projects we are working on, and even from an operations standpoint.
And there's a lot of automation there, right, which I mentioned. Our AI tool is [00:24:00] constantly watching, and it's creating tickets for our engineering team. So that's what it means for us, you know, making sure that we are proactive, I would say. So maybe reduce your four words to one, you know, that's what it means for me.
How has the partnership influenced the way your teams collaborate internally and externally with other stakeholders?
For us, it's, it's set a bar. So we have a couple of vendors who we say meet this criteria and the team has earned that. So now when we're talking to somebody new about a different project, you know, something unrelated, They compare how, how we work with Tido and how this new vendor comes in.
So they've already said that to me a couple of times. They're like, well, you know, it's not Tido. They're not doing this and they're not jumping on the calls and helping out the way we thought they would. So it, it set a bar and I've always said, don't lower the bar, people will drop to meet it. And we raised the bar and we've been trying to raise the bar high.
So setting that example has been huge [00:25:00] for our team. So now they have that expectation for every vendor that comes in, and now they also know how to express it. We select Blenders as a team. Everybody's involved. If you have a, you know, a voice in what that vendor's doing or providing. So I need to hear them.
And I need to see how that vendor interacts with my team. That was a key component for the, for the way Quito did. They interacted with the team. Some vendors sometimes struggle and keep trying to sell me and I keep trying to tell them I'm not the one in the trenches doing the work. Sell the team, because if the team doesn't trust you and this doesn't work, then we're not going to be partners.
So, I like that, we refer to that, and, and they can look at that relationship, and that's how they expect everybody to be now,
That's awesome. Yeah, I mean, even in our weekly check in call today there were a couple of things, Sarah, you know I think both Lance and Moshgen on their team, you know, mentioned, hey, we should get together and brainstorm about [00:26:00] this thing, you know, we're talking about some other alerts and, you know, how we can stay on top of it or how we can clear those out and, and we're actually working with the EHR, which even the EHR Sorry, hasn't addressed those in the past, so, you know, something new which we will probably address and the EHR might use it at other clients.
So, that's actually really good that we are coming up with new solutions that's going to help not only this organization, but Probably help other organizations out there.
Well, I was asking what's next in your partnership, because you're creating an influencer environment at the same time, which I find fascinating in that aspect of the ability to share your story, but then truly be able to help people make change.
Better decisions in their organizations and that, that is a level of influence because when you're trusted in the industry and your partnership is highlighted in the industry, then they're going to come to you organically and say, Oh my gosh, James, I want to sleep at night. I want to free up time for my teams.
I want to make [00:27:00] sure that the partner is telling me before there is a problem as an example. So what are potentially some of the new innovations, goals or opportunities on the horizon you're particularly excited about?
We're having some interesting conversations around some archival solutions for us. I think that's something in my experience that it seems we forget that we need to easily get to that other data or that old data.
And in our case, that's, that was not taken into account when they transitioned into Expanse. So we're looking at those opportunities and seeing what they can be. And nothing's Off the table we talk about it and we know that we're not going to possibly hire them for every single thing that we do, but we have enough of a relationship now.
We want to talk about every single thing that they're doing, and because we talk about our challenges, it's going forward. They sometimes come up, or the other thing that I've seen, and I like this, and they're like, that's not really. Something where we are, but [00:28:00] hey, we know about this group, or we know somebody else here, so I like that aspect.
But right now, I think, you know, we, we know we need some challenges around some archival and some data, and they're doing some interesting work with MetaTek. Obviously, that's important to us. So we're looking at being maybe on the tip of the spear or pretty close to it at this point.
Yeah, no. And so archiving is definitely something we have worked with many organizations and Hopefully, that's something we can also execute here for the legacy systems.
And, you know, I think, Sarah, we only focus on a few things at Tido. You know, integration, data conversion, data archiving, automation, you know, these are, we don't try and do everything, but I feel like what we do, we do really well. And we have actually said, You know, on certain new projects when somebody's excited about it, can, can you guys do this and it's like, you probably can, but you know, it's not our domain.
And, you know, let's, let's focus on what we already have so much experience with. So I think [00:29:00] the other other one I know, even from a you. Cloud preparedness, you know, I think that's also something many organizations are considering. More and more moving the assets to the cloud. So even there, I think James, you know, will probably have some brainstorming and interesting architectural conversations, you know, making sure how, like you were saying, the data coming in, how do we make sure that all that actually doesn't always end up directly on your on prem servers?
Because again, we know Especially nowadays from a security standpoint, the issues are many times with your partners, not necessarily in your infrastructure. So, so we'll definitely come up with, you know, from what we have done in the past, the architecture, the right architecture to have a framework in place that reduces a lot of that risk.
We've taken that, so for the last year when we've been talking and they've been helping us with this transition, they knew our long term plans. Our long term plans in 26 is we will do a cloud migration as we get the organization ready and our platform ready to do that. [00:30:00] You know, you just can't say, well, we're just going to jump to the cloud and flip the switch and be nice, but that doesn't happen.
So there's a lot of things to do. And again, so in that regard, they've come back and they're helping us with that. And, you know, there'll be a partner for the future as we transition. And it's critical because we're going to have a multitude of applications of on prem, remote, hosted, cloud based. And it's complex, so getting all of that even more secure and keeping it secure in these new platforms is daunting.
So, you know, we're working with them in that regard as well, so that'll be a continued partnership.
And knowing what to move to the cloud, or what to archive, and really consider those aspects, and some things, you'll hear me joke about, there's a couple boxes that just need to die, and you actually decide what does stay on prem in some closet somewhere with some masking tape.
That strategy though is so important to map out and to your point when you've got a partner like Tido and the ability to really understand all of the implications and [00:31:00] then that recovery and resiliency aspect of what happens when X occurs. It's certainly nice to have people in the boat with you and also in the boat.
pointed in the right direction.
One of the successes in partnerships today is often about the geography of the organization, where data is housed, where the programmers and developers live, can you share with us some of your perspectives and how you've structured Tido for those very reasons?
Tido's team, is based only in U. S. and Canada, and it's, it's very important for us just because from the lessons that we have learned over time how, you know, the time zones and the culture and just having the team close by who understands the actual, you know, the health systems are located close to them, right?
So it's not about you are talking to someone who's, you know. Maybe I shouldn't go into all that. Okay, one more time. Sorry. That's a great question. Yeah, it's very, very important for us. And that's why, [00:32:00] you know, we make sure that all our team members, all the TidoS team members are located only in US and Canada.
And that's how we have been able to provide I think really good service and our our track record shows it because our executions, you know, they are on time and the time zone difference, I think makes a huge impact on projects many times. And we have learned it, you know, over in the past, having tried some of that.
So yeah, today our team is only based in North America and that has definitely helped us with our success.
Gentlemen, thank you for sharing this story and your ongoing journey with us. I know our listeners are going to love hearing about how this is working, the scalability factor of, regardless of the size of your organization, this is something you need to be thinking about and focusing upon.
And when you have a partner like Tido, you can. And as your journey continues, can't wait to circle back and hear more about it in 2025.
Thank you.
Thanks for tuning in to our solution showcase. That's all for [00:33:00] now.
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with our managed integration solution, not just waiting there for someone to assign it.
We actually know what's upcoming based on what we have already seen all the way from assessment and what new systems are being implemented.
Welcome to This Week Health. My name is Bill Russell. I'm a former CIO for a 16 hospital system and creator of This Week Health, where we are dedicated to transforming healthcare, one connection at a time.
Now, onto our interview
welcome to today's Solutions Showcase with Vik Patel and James Wellman. [00:01:00] James Wellman is a VP and CIO at nathan Littauer Hospital and Nursing Home is a comprehensive healthcare facility located in Gloversville, New York, providing a wide range of medical, surgical, and long term care services.
Vik Patel COO of Teedo Inc. Teedo is a comprehensive healthcare IT solution provider specializing in modernizing healthcare environments. Securing interface infrastructures and enabling real time data connectivity. We're here today to tell some amazing stories about the work you two have done. Welcome to the show.
Thanks Sarah. Great to be here.
Absolutely. I'm going to start with the obvious. And can you both share how your initial meeting at HIMSS sparked the idea for collaboration and what made you decide to explore the Teedo product suite together?
Well, you know, I can kind of start us out there. Vik reached out to me prior to HIMSS.
We connected through LinkedIn. And we started talking found we had some common things from our past
from areas where we lived in, in Kentucky. So we thought that was interesting. We agreed to meet at HIMSS and have some conversations because he was explaining to [00:02:00] me his company's offerings, what they could do.
I was telling him what we needed. But we met in person at HIMSS with his team and kind of started forging a relationship there. So, it's about relationships. So that was a really important component for
Yeah, and that was exciting meeting in person and I say that because you know, I have been following James on LinkedIn for a while and
We've been talking through the messaging and and I was like, hey, let's meet finally last year.
And so that was nice like I said, we both went to University of Kentucky We both lived in Lexington, Kentucky for a long time and which by the way I mean this year in Vegas March Madness should be a lot more fun You know, Kentucky's doing really well for all the basketball fans out there.
Well, last time I checked, y'all were ranked 8th nationally, so I guess it's okay to say go Wildcats.
We have hope and hope, too. Love it.
Well, building a relationship before the partnership began is rare today. [00:03:00] How did that foundation of trust shape the success of the collaboration?
I can say for me, it's a core component of who I am.
far as a CIO it's a relationship game. If I just wanna buy a product
I can just do a basic, like, I need this, gimme that, and it's just a black and white transaction in this case. That's not what I like to do with partners that we look at. Beyond that, I think vendors who just want to give you something versus vendors who want to help you.
And I think that was a key component through the conversations with Vik. That started growing. But the face to face and in person, there was obviously, we connected, we linked up, and it was, how can I help? Not, what can you buy from me? And I'm always looking at these vendors. of like, you know, how do they want to treat the transaction with me.
I've worked at extremely large healthcare institutions where people are beating down the door to show up, and I'm at a point now I'm at the smallest healthcare system I've ever worked at, and when you show up that [00:04:00] says quite a bit to me, and that was really important. But, you I think with all good vendors who want to be partners, it's a relationship game.
So that was critical to me. And it felt obvious to me that Vik shared the same exact kind of mindset when he started speaking to us.
No, I appreciate that. And, you know, Sarah, I feel like, similarly, I mean, in somebody in James's position, or, you were CIO for a long time, too, I think it's easy for you guys to see when somebody's bringing value, right, and it's not just about selling a solution or a service, because sooner or later, you will you'll realize what's going on here and if you are actually getting any value out of it, so it's not the way we work and definitely want to make sure that that is actually a problem that we are solving and working together.
So I appreciate James's comments that he likes our approach.
Well, and he points out, which is so critical as a CIO, treating me the same in a positive manner, whether I'm running a 200 million organization or a 2 million organization, speaks [00:05:00] volumes about how the relationships are built. So James, what stood out to you during Vik's initial assessment that gave you the confidence to move forward with modernizing your environment?
What was interesting to me was initially when we spoke, I said, look, there's just because I'm asking you to do the assessment, there's no guarantee that we're going to ask you to be the solution provider with that. And again, it's kind of approach that I normally take.
So when they came in, it was just really honest. They talked to us about what they'd found. The opportunities for improvement with the current package that we had on our interface engine. And let's just say that the problems and opportunities , were vast. So, one of the things that they did is they put it very clearly and concisely together.
Showed us how we could have some quick wins, show we could have some immediate results. But they were very forthright and honest with us and said, this is going to be a bit of a long stretch on whomever you pick. You know, you're going to have to go do this for a while, make some good meaningful changes.
And, you know, we talked [00:06:00] about that, but the key was when they were working with the team and talking to their team, there was a lot of respect. my team felt valued. They felt That they were not being talked down to at any of the time during this, and the reality of it is we did not have any experts on the interface engine at that time.
The person who had done that work had left before I actually arrived at the hospital. It was a bit of a sore point for us and it was a lot of difficult work. So they handled that with grace and that went a long way with us.
I love that. Vik, from your perspective, how do you approach assessments to ensure they deliver actionable insights to your clients like James?
So for us in the assessment, one of the things, you know, we try and understand is first of all, What is the current state, right? So starting from the current state and then what is the future vision? What are the strategic initiatives that the leadership has planned for? And you know, how do we get from the current state to that future readiness
And at the end of the [00:07:00] assessment, as James is saying in the document, we have a very clear picture of What is currently in place, where the gaps are, where the gaps are from a technology perspective, where the gaps are from an expertise or resourcing, and then we also come up with a detailed implementation roadmap to get to the future state.
And there are regular check ins to make sure that the milestones that we have in the plan are being met, just because we know that a lot of the future initiatives like, you know, cloud implementations are actually dependent on it. And I was just talking to Lance on James team that, hey, Once we have a milestone coming up, once we are fully live on the new engine and everything, you know, let's do another check in and make sure where we stand from a milestone perspective.
So, you know, it's not just about documenting, what we see, but actually kind of paying attention to what the goals are and then executing it.
We talked about these kind of things. It was obviously we shared the same mindset.
So I'm all about baselining, [00:08:00] assessing, figuring out and measuring where we go. And so that was one of the things for us that, you know, it was obviously we had the same kind of approach to how to problem solve this. So that was a really big component on that personal
And the assessment led to impressive advancements for you.
Like seamless upgrades, real time HIE connections. You were the first in your area to do that. And proactive monitoring. Can you talk about the impact these changes have had on patient care and operational efficiencies?
Absolutely. So for us, like I said, we did not have a reliable interface. And so we spent a lot of time.
Kind of troubleshoot these things, work with some different third parties, or not even realizing that things were not working wasnt totally disastrous, but it made the work a lot more difficult. So when we first went into this they identified some of the immediate problems.
And so we just said, well, we like that. We did a short term engagement. And we hired them to do some part of [00:09:00] that things that came in and they fixed those. And what we quickly realized was. That's not a worry anymore. We're not coming in every morning. I'm not waking up in the middle of the night because things aren't processing and somebody's calling us.
So we really like that approach. And the next thing you know, we said, well, Let's look at extending this for a year and maybe kind of going all in. By doing that, it allowed us to focus on where we really needed to do some enhancements in our Expanse build. Things that we'd not been able to do before.
It was noise, but it was a loud and important noise off to the side. But it took the focus away from the things that we were doing for our providers, for our clinicians so that they can serve our patients and residents better. Like I said, those are the types of things that we want those relationships.
I want somebody to help us understand the mission. We're in healthcare and we're in IT. I don't do the direct clinical touch on a patient, but we sure impact it and save lives every day. And we feel like we are part of that. We know we're a part of that. So by having them on the [00:10:00] team, that just took one thing out of our hair that we had to worry about anymore, not to have much hair anymore.
So those are the kind of the challenges that we'd have to have. And the team honestly was a little reticent. They had not had good experiences with some vendors in the past because they had not approached the relationships, in my opinion, correctly and managed the expectations. This was one of two simultaneous relationships we had going on at that time.
And so the team really embraced this and they saw that, oh, this is a vendor that's here to help. This is actually a partner. And not just a money exchange, which is how they did it previously. So that really helped us a lot. that eased the tensions on my team. And it , allowed us to move forward and worry about the day to day
thank you for that assessment. That was really good. Maybe I'll give a little bit more technical side of things, you know? So what has followed since the assessment and what we have been able to [00:11:00] implement. So we went from, you know, knowing exactly all the interfaces, you know, all the integration that's happening between the internal and the external applications is working seamlessly,
and it's being proactively monitored. And You know, this is where I think from a patient care, it's definitely a huge impact, so instead of having to call in and the end user having to call in tickets and someone trying to figure out what's going on instead, now our team. can actually proactively see what's happening, take care of the issues before even somebody has a chance to call in.
It's preventative care. I mean, we're, we're avoiding problems now that have been sadly routine and accepted. That's just what it does. It goes down and we're like, no, that's not that. So, we've They allowed us to set a new operational standard.
They should expect excellence and not accept mediocrity. And that's something we want to push.
Well, you've turned problem solving into problem avoidance together. So what are some of the examples of the [00:12:00] challenges you've proactively addressed? How has it benefited your teams and your patients?
A great example was last night.
We had a comprehensive update and upgrade from things going on across our entire. Server Farm and Metatech, everything was restarting you know, and that's always gives you a moment for pause when you're resetting everything in the data center pretty much, but there were some big patches that came out, big things we had to test, we were prepped, we were ready, we did that.
Interestingly, in the background, the interface engine really never really had any problems at all. recognized it, anything that was going on, there were no calls, there were no lost data, nothing. So, nothing this morning walking in. After the team was here last night, I didn't wake up to any, bad phone calls or texts.
And that's not always the case. So those are the kind of things that's invaluable for our team. We're a small team. And so if we have to spend a lot of time working on that, we're not doing anything else. We're not making it better. We're not helping people out. [00:13:00] So that was a huge one just to see it happen last night.
And that was the first time we've had anything of that magnitude since we've had the partnership to do this type other than, , some major upgrades. But we went to bed last night and didn't worry about it. And I think that's a really huge component for us.
Yeah, and we saw it happening, our monitoring solution creates tickets whenever it sees issues or downtimes.
And I did inform the team that this is upcoming and, you know, it's okay. So when it does create it and it actually auto closes, the IIS solution actually auto closes the tickets too as things get resolved. So we did see it happening and things getting resolved as expected, which if it wouldn't have, our team would have jumped in.
And, you know, made the calls, or worked on the issue. But yeah, so, definitely both ways. If we actually do see an issue and it's not resolved, we would actually, we would be the one calling in somebody in IT and saying, Hey, we still see this issue, it's not resolved. This is how we should fix it.
[00:14:00] But just letting you know that this is an outstanding issue and we are actually working to resolve it, which is kind of, the opposite of a clinician or somebody in the ER calling in and saying, hey, I've been waiting here for 45 minutes or, you know, , however long and things still are not good.
So anyway, it's just a whole reversed case here, while, you know, IT knows what's going on before the clinicians ever realize. That was an issue.
You have a new marketing slogan, Vik. You can say, We don't keep you awake at night. Remember, that was always the question we get. What keeps you awake at night?
Like, you know what? Actually, part of Teedo , I don't have to stay awake at night during upgrades now. Which leads us to how you both emphasize the importance of Teedo becoming an extension of James's team. How has this cultural alignment and hands on engagement contributed to your success?
For us they are literally like a part of the team.
So they're on our phone calls, they work with multiple vendors that we're on whether it be for Meditech for Expanse or GE for their Muse product. All these [00:15:00] upgrades, we treat them as a member of the team. In fact, they've had, you know, one on one meetings without anybody from our direct organization on the call.
And then they just give us an update, let us know what's happening feed into, you know, the projects that we're doing. And I can't hire that out and put somebody here locally that can do that level of work. It's a challenge, you know, so where we are here in upstate New York. So again, it's a kind of the thing for the team to sit down and that team has to trust now.
And they represent us. And when we've been on the calls, they represent us very well. So we take pride, in our name and who we are and the work that we're doing. And they're an extension of that. So we treat them like the team and they act like our team. I can't really give a higher praise
how do you cultivate a culture within Teedo that actively drives client success and builds this level of trust over time?
I mean, Tido stands for this is done. So I'll start there. And you know, we do [00:16:00] take it very seriously about making sure that our team stays on top of everything and we get things done on time. And James should not have to call me, ever, other than talk about Kentucky Wildcats. You know, so, getting distracted from his focus, and he has to make a call to me or message me about our team or issues, That's where we fail, right?
That's where we are not delivering our promise of this is done. And, you know, being an extension of his team as he's talking about. So we strive very hard to make sure that that doesn't happen.
Back to your question I just want to add that the other thing about being an extension of the team we really Make an effort so that nobody on James's team has to tell us what to do, right? It's not about like, oh, here's the task go and work on it. Like that's not what it's supposed to be because with our managed integration solution, not just waiting there for someone to assign it.
We actually know what's upcoming based on what we have already seen all the way from assessment and what new [00:17:00] systems are being implemented. So we are part of the team, All the way from a new application selection, all the way to operations. And it's really good.
Their team is amazing. They don't see us any differently. They'll talk to us as if we are sitting right there in New York, right? We're just part of a team.
So from a compliance perspective, staying real time is a game changer. And James, you've been at your organization long enough to really be on that complete modernization journey.
How has Tido helped Nathan the Tower stay ahead? Now in areas like regulatory updates and interface security.
So I, I think that the, we've started expanding and having conversations about going well beyond the interface engine with them. And obviously I'd be remiss if I didn't say they're, they're more than that.
So, coming into this one again, once you get that relationship and they've earned that trust. We have started to look at different ways as we upgrade and make our changes, have a lot of things to meet. New York has put some pretty hefty unfunded [00:18:00] mandates on us around cyber security that we should be doing anyway, you know, obviously, but not always easy.
Again, as you're looking at these things, who are we talking to? Where is that data going? And honestly, before Tido came in, we, we didn't know that. And that's really scary when you're a new CIO coming into a location. I'm like, okay, where are we sending everything? And nobody knows, honestly. And, you know, they kind of know, but there were old interfaces from years ago that were still up and functional.
And, you know, that, that really. Gave me a lot of pause really quickly. And we didn't understand the magnitude of that until the assessment began. We thought we had a good idea. So that allowed us again, to close a lot of loops, go into and find things out that put us at risk unnecessarily. And we're almost at the end of a nine month journey where we're, we're getting ready to settle everything in and be 100 percent on a new engine.
But [00:19:00] we have cleaned up the old one too to reduce the risk, so it's not like we say, well, we know we're open over there. Those got cleaned up. really quickly right after the engagement started. But again, I don't have the expertise here. I know what I know and I'm, I'm smart enough to realize that I need to get people smarter than me to work on some of these things.
So that was a, sometimes that's a lot easier than I want to admit, but in this case it's just critical. We watch every day in compliance. We have to, you know, teach our teams, make them understand what that actually means. It's just not some words and some things and boxes that we check. People trust us and, you know, we see them at their most, sometimes at their most fragile state.
And we want to make sure that we meet every criteria to keep that data safe. And to be able to keep treating them close to their families, and having a valued partner is a huge component of that. That's the only way we can survive and move forward.
I think, Sera, it's going back to [00:20:00] your, you know, Tido allows you to sleep at night.
And, I mean, it's so important because I have seen situations where, You know, point to point interfaces where nobody knew that this data was going to this vendor when the vendor was already out of business. For at least a year. It was, maybe they still had that, you know, those data points, those interfaces open, and somebody was still sending data to someone who is out of business.
So who knows where that data is going. I mean, so that's where, you know, I think it's very important that if James ever tells us, hey, who are we sharing the data to today, internally and externally, that should be produced Within five minutes, right? It's like this is exactly where you're sharing your data.
And hey, this, turn this off immediately. These people, you know, they have an issue, right? Like that, that's where it should be and that's where Nathan LaTower will be. And, you know, they, they at the end of this month, But that's where I [00:21:00] think we should strive to instead of I think we know where our data is going Which is quite risky.
It's a bidirectional interface in certain cases. So things are coming in and we're like, what is that? And those are you know, and I've seen that at other organizations, but that's something, you know, I want to know now We know exactly what's coming in and we know exactly what's going out we've had that solved for quite a while now.
And let's say at the end of the month, it'll be 100 percent fully automated. So, you know, we're looking forward to that. It's just one more step.
And there were conversations with CIOs when the change event happened this last year. And some organizations said it took us six to eight hours to figure out how to turn off an API because there was no documentation and nobody actually knew much about it.
And with a flip of a switch to a degree or a few strokes on a keyboard, I think you could shut that down in seconds.
Yeah, exactly. No, you wouldn't just, we were, we were shut down quickly and cleanly. So,
yeah. So what does the [00:22:00] phrase set it and forget it mean to both of you? And how has that philosophy shaped your day to day operations?
So you earned that title with me whether, you know, you're part of the team. A vendor or somebody that's in here. So I take it seriously. I just don't have the capacity and the bandwidth to do everything for everybody, but there's so many important roles and things that we have to do on a daily basis.
So that's a really huge component. And now from our interfaces and going forward, and as we continue to expand on that you know, that's one of the things we kind of said with them, they're a part of the team. So we give the assignment. They understand it, and then I can go on to the next thing. I get updates.
I don't have to call and say, well, Vik, what's going on? I gave you this two weeks ago, if you looked at it. I don't get excuses. I don't get, I don't have to make that call. So that to me is the set it and forget it. I get it. I get the updates. I know what's going on. If there's a challenge [00:23:00] or an issue, we know about it.
And because they're interacting with the team daily I really, personally as a CIO, I, other than like I said, Vik will text me and we'll talk about, you know, oh, that game was great last night, you know, go cats, but I'm not getting, you know, hey, this isn't working. No one's doing this. And that goes both ways.
Our team has to embrace that as well. And they have, like I said, so it's an earned trust to say that we can do that with somebody or a person. And so that's really critical thing for us. And, and It's nice to say it, but we don't take it
And for, I mean, that was really well put. So the only thing I can add to that, you know, for us set it and forget it. I think for us, you know, we want to make sure that our team knows exactly, you know, has the pulse for, Interoperability at Nathan Latour, you know, in terms of what projects we are working on, and even from an operations standpoint.
And there's a lot of automation there, right, which I mentioned. Our AI tool is [00:24:00] constantly watching, and it's creating tickets for our engineering team. So that's what it means for us, you know, making sure that we are proactive, I would say. So maybe reduce your four words to one, you know, that's what it means for me.
How has the partnership influenced the way your teams collaborate internally and externally with other stakeholders?
For us, it's, it's set a bar. So we have a couple of vendors who we say meet this criteria and the team has earned that. So now when we're talking to somebody new about a different project, you know, something unrelated, They compare how, how we work with Tido and how this new vendor comes in.
So they've already said that to me a couple of times. They're like, well, you know, it's not Tido. They're not doing this and they're not jumping on the calls and helping out the way we thought they would. So it, it set a bar and I've always said, don't lower the bar, people will drop to meet it. And we raised the bar and we've been trying to raise the bar high.
So setting that example has been huge [00:25:00] for our team. So now they have that expectation for every vendor that comes in, and now they also know how to express it. We select Blenders as a team. Everybody's involved. If you have a, you know, a voice in what that vendor's doing or providing. So I need to hear them.
And I need to see how that vendor interacts with my team. That was a key component for the, for the way Quito did. They interacted with the team. Some vendors sometimes struggle and keep trying to sell me and I keep trying to tell them I'm not the one in the trenches doing the work. Sell the team, because if the team doesn't trust you and this doesn't work, then we're not going to be partners.
So, I like that, we refer to that, and, and they can look at that relationship, and that's how they expect everybody to be now,
That's awesome. Yeah, I mean, even in our weekly check in call today there were a couple of things, Sarah, you know I think both Lance and Moshgen on their team, you know, mentioned, hey, we should get together and brainstorm about [00:26:00] this thing, you know, we're talking about some other alerts and, you know, how we can stay on top of it or how we can clear those out and, and we're actually working with the EHR, which even the EHR Sorry, hasn't addressed those in the past, so, you know, something new which we will probably address and the EHR might use it at other clients.
So, that's actually really good that we are coming up with new solutions that's going to help not only this organization, but Probably help other organizations out there.
Well, I was asking what's next in your partnership, because you're creating an influencer environment at the same time, which I find fascinating in that aspect of the ability to share your story, but then truly be able to help people make change.
Better decisions in their organizations and that, that is a level of influence because when you're trusted in the industry and your partnership is highlighted in the industry, then they're going to come to you organically and say, Oh my gosh, James, I want to sleep at night. I want to free up time for my teams.
I want to make [00:27:00] sure that the partner is telling me before there is a problem as an example. So what are potentially some of the new innovations, goals or opportunities on the horizon you're particularly excited about?
We're having some interesting conversations around some archival solutions for us. I think that's something in my experience that it seems we forget that we need to easily get to that other data or that old data.
And in our case, that's, that was not taken into account when they transitioned into Expanse. So we're looking at those opportunities and seeing what they can be. And nothing's Off the table we talk about it and we know that we're not going to possibly hire them for every single thing that we do, but we have enough of a relationship now.
We want to talk about every single thing that they're doing, and because we talk about our challenges, it's going forward. They sometimes come up, or the other thing that I've seen, and I like this, and they're like, that's not really. Something where we are, but [00:28:00] hey, we know about this group, or we know somebody else here, so I like that aspect.
But right now, I think, you know, we, we know we need some challenges around some archival and some data, and they're doing some interesting work with MetaTek. Obviously, that's important to us. So we're looking at being maybe on the tip of the spear or pretty close to it at this point.
Yeah, no. And so archiving is definitely something we have worked with many organizations and Hopefully, that's something we can also execute here for the legacy systems.
And, you know, I think, Sarah, we only focus on a few things at Tido. You know, integration, data conversion, data archiving, automation, you know, these are, we don't try and do everything, but I feel like what we do, we do really well. And we have actually said, You know, on certain new projects when somebody's excited about it, can, can you guys do this and it's like, you probably can, but you know, it's not our domain.
And, you know, let's, let's focus on what we already have so much experience with. So I think [00:29:00] the other other one I know, even from a you. Cloud preparedness, you know, I think that's also something many organizations are considering. More and more moving the assets to the cloud. So even there, I think James, you know, will probably have some brainstorming and interesting architectural conversations, you know, making sure how, like you were saying, the data coming in, how do we make sure that all that actually doesn't always end up directly on your on prem servers?
Because again, we know Especially nowadays from a security standpoint, the issues are many times with your partners, not necessarily in your infrastructure. So, so we'll definitely come up with, you know, from what we have done in the past, the architecture, the right architecture to have a framework in place that reduces a lot of that risk.
We've taken that, so for the last year when we've been talking and they've been helping us with this transition, they knew our long term plans. Our long term plans in 26 is we will do a cloud migration as we get the organization ready and our platform ready to do that. [00:30:00] You know, you just can't say, well, we're just going to jump to the cloud and flip the switch and be nice, but that doesn't happen.
So there's a lot of things to do. And again, so in that regard, they've come back and they're helping us with that. And, you know, there'll be a partner for the future as we transition. And it's critical because we're going to have a multitude of applications of on prem, remote, hosted, cloud based. And it's complex, so getting all of that even more secure and keeping it secure in these new platforms is daunting.
So, you know, we're working with them in that regard as well, so that'll be a continued partnership.
And knowing what to move to the cloud, or what to archive, and really consider those aspects, and some things, you'll hear me joke about, there's a couple boxes that just need to die, and you actually decide what does stay on prem in some closet somewhere with some masking tape.
That strategy though is so important to map out and to your point when you've got a partner like Tido and the ability to really understand all of the implications and [00:31:00] then that recovery and resiliency aspect of what happens when X occurs. It's certainly nice to have people in the boat with you and also in the boat.
pointed in the right direction.
One of the successes in partnerships today is often about the geography of the organization, where data is housed, where the programmers and developers live, can you share with us some of your perspectives and how you've structured Tido for those very reasons?
Tido's team, is based only in U. S. and Canada, and it's, it's very important for us just because from the lessons that we have learned over time how, you know, the time zones and the culture and just having the team close by who understands the actual, you know, the health systems are located close to them, right?
So it's not about you are talking to someone who's, you know. Maybe I shouldn't go into all that. Okay, one more time. Sorry. That's a great question. Yeah, it's very, very important for us. And that's why, [00:32:00] you know, we make sure that all our team members, all the TidoS team members are located only in US and Canada.
And that's how we have been able to provide I think really good service and our our track record shows it because our executions, you know, they are on time and the time zone difference, I think makes a huge impact on projects many times. And we have learned it, you know, over in the past, having tried some of that.
So yeah, today our team is only based in North America and that has definitely helped us with our success.
Gentlemen, thank you for sharing this story and your ongoing journey with us. I know our listeners are going to love hearing about how this is working, the scalability factor of, regardless of the size of your organization, this is something you need to be thinking about and focusing upon.
And when you have a partner like Tido, you can. And as your journey continues, can't wait to circle back and hear more about it in 2025.
Thank you.
Thanks for tuning in to our solution showcase. That's all for [00:33:00] now.
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