Megadata in Nursing Homes with Shalom Reinman

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It starts with having a goal that I want my organization to be more sophisticated

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and more data driven. And then over time,

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when you make that commitment to invest in a data infrastructure,

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over time that data driven culture develops.

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I don't find that anybody ever, in my experience, had ever lost

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their job because we got involved. They usually become much, much more effective.

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Welcome to the nursing home podcast. Your goto

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source for professional insights in the long term care industry.

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Hear from leaders and experts as they share current and practical

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insights to help make the most of your day. I'm the longterm care financial

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specialist. What that means is I help people plan for the inevitable.

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Nobody wants to think about getting old, but it's possible that someday we might need

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a little bit of care. Here's your host. Nursing home Administrator Turnpodcaster

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Schmoel, Septimashptimash.

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Welcome to this episode of the nursing home

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Podcast. Thank you again for joining us on this

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journey. Today we have the opportunity and we have

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the guest of meeting Shalom Reinvent.

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Shalom is the expert in nursing home business intelligence,

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CEO of Megadata, the leading analytics solution for SNF

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nursing home organization. Sean, welcome and thank

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you for joining the Nursing Home Podcast. Thank you so much for

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having me, Sean. It's a pleasure.

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So, Sean, the world of nursing homes

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is old and yesterday and decades and light years behind

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the rest of the business world when it comes to technology, when it comes to

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data. And you're bringing Megadata to nursing

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homes that are still struggling to get off documenting

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on paper. So you're bringing this is like the epitome of

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old meets new, east meets west.

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So first, if you don't mind, for the listeners

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who don't know who you are, they're not familiar yet with your company.

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Can you just give us a brief overview of who

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you are professionally, as much as you want to share

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and a little bit of how you got to this company of Megadata?

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Sure. So I started out about eleven years ago.

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In 2008. I started out as a biller at

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the same time I was going for a degree in accounting.

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And throughout the beginning of my

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career, I did a number of different roles,

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from billing to accounts payable.

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I was a staff accountant at one point,

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followed by a financial analyst. I did a lot of different roles

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in the back office, including underwriting deals,

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building different things in Excel. So I

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got a really hands on understanding

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of the business side of how the nursing homes work with

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the accounting backgrounds. I really was coming at it from

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a business perspective, but I was always drawn to

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first Excel and then more and more It

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and technology over the years.

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Then later on, I had an opportunity to work for a

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company that had inherited a lot of business

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intelligence technology through an acquisition that

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they had just done.

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And I got the opportunity to work and

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have that exposure to what business intelligence was.

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In business intelligence technology. It fit in pretty well with

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what I was doing with Excel,

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but this was taking it to a much higher level to be able to take

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data from within nursing homes from every

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area of the business, be it the clinical and the financial and the

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census and the labor, and pull

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it all together and give people reporting. That was

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automated, that was live, which was on a much higher level than

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what I'd done before. After that,

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I actually went to work as a controller. So with my accounting

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background, I got back into the accounting side of things,

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and I was working for a company that was pretty small

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at the time, and I was involved in the accounting and the accounting processes.

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But as they were growing,

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I started getting back into the technology side. As they

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were going, they needed more of the technology, and I

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built a team and built an entire technology

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solution, reporting, business intelligence,

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analytics, all that kind of a

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whole structure that I put together

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over there internally for them. And after a certain amount

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of time of doing this internally for a company,

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I decided that it was time to take what

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I had learned in my knowledge and my background and

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bring it to the market and build a company that

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can actually go out and service many nursing

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home groups with this concept. And I really felt that

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this is a need that nursing home groups have

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and took the opportunity to

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be there as a service provider who can actually provide

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this, which is something that a lot of people need. And I think

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the market is starting to more

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and more. Some of the older companies, bigger companies out there

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have built internal systems

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like this. But let's say the middle of the market,

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let's say groups with, let's say, 70 to 80 nursing homes or

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less, most of them are not doing this, but they

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realize that there's a need for it, and they're looking for people to fill that

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need. Okay,

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now, that's a very complete answer.

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Obviously, with your financial background

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and all the other reporting metrics

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that you've been working with over the years, really perfectly positioned

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yourself to meet this need. Now coming from the operational

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standpoint. So if I'm a nursing home owner or nursing home operator,

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we've always been able to manage the nursing homes without all

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of these fancy reports, without all of this data,

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this technology, which yes, it's amazing and it's important and it's

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interesting. But if I'm going to say

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I don't want to invest in another program or even if I could build it

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internally, is it just that

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now we have the ability to have access to this

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information, so we have the luxury

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to be able to act on this information? Or in

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your opinion, do you think it has become more of a necessity

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now, and the technology is just meeting that need.

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I would say a couple of things to that. Number one, is it's

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really about how can we add value? Is there a

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value proposition? Right, okay,

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there's a couple of different things. Number one is that

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anybody who's doing it, let's call it the regular,

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traditional old way of getting the information that they

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need to run the business, be it having somebody putting

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together spreadsheets and pulling together numbers

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from different systems in a manual kind of way.

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There is a cost associated with that, right?

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That's number one. Number two is that the

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data that people are able to get through these kind

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of manual processes. Let's take for example, the financials.

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Financials are 30 to 60 days after the fact.

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That's when I'm getting my most accurate information,

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the census. On labor. I would say most people I've seen reporting on labor

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as an organization, let's say you have one

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nursing home, a lot of them, you can get a lot of what you need

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directly from whatever time clock you're using or EMR.

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You have what you need there. But on a corporate standpoint,

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if I'm running a group of, let's say, 20 nursing homes,

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I don't have a quick, easy way to get that. A lot of times what

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I'll have is I have financials at the end of the month, I have payroll

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being done biweekly and have someone put together in a

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spreadsheet the payroll numbers, and then I might have someone on a

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daily basis putting together a census spreadsheet

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and we're gathering data that way. The problem is that we're

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not reacting to the business in a real time

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kind of way today. I don't always know exactly what happened yesterday.

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So one of the things that we focus on is every

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single thing that we're reporting on, we're doing at least

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today for yesterday. So I know exactly what

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my sense is. Labor, and we even do something called a daily PNL,

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which is basically take all the real numbers that we have from the previous

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day, and we're able to bring that tell

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you what happened yesterday across your whole company.

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From a financial perspective, it's not going to be as accurate as the real financials

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because I'm not going to capture that like snow removal,

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kind of like a bill like that. But for the

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census and the labor and a lot of the main

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components that we are able to track live on

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the next day, I could already know what's going on in my business and be

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able to understand census. Labor referrals is another example

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of where the next day,

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as somebody on a sea level of a company, I can

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have a very good transparent view into what's

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going on in my organization, which was not possible

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before. Okay,

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this allows an operator to be able to

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get to the next level. It's more than just if I

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had this in 1990, we could have made more money, but we didn't have

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it. Technology today is available that allows

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me to understand my business better, make decisions

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quicker in much more real time, and that

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gives me the ability to really run my business

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with much more control and oversight.

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Okay, thank you.

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The short answer to the question is

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that perhaps you could live without it. Now, before you jump on me.

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In other words, if I finally got together

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enough money for my friends and relatives and banks and whatever, I finally got my

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first nursing home together, and I'm struggling with

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survival. And my goal is to make it from payroll to

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payroll and finally, eventually get rid of some of the

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bumps in the road, have a smooth operation,

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and eventually I'll be able to get to the 40,000

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foot view. And if someone is going to say,

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oh, you could see all this data in real time, I'm like data. I don't

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want to hear anything about data right now. I just want to make sure that

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there's a nurse coming for the next shift. I want to make sure that there's

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enough money in my enough cash flow to make payroll this month or

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this week. And so for them, they're going to say, and you

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can push out with me, have all the data, that's great, but I can't deal

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with it right now. So for them, they probably wouldn't be a good

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candidate necessarily for such a thing because they're not looking

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for this information. They probably don't even have the ability to accent information

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if you were to give it to them on a silver platter. On the other

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hand, if you have a larger organization,

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again, you quantified it a little bit before then

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for them, where they have people who live on that 40,000 foot

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view and they don't get involved in operations because they're bigger, because they need it,

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because they have the ability to have it. So for those people,

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they're going to come to their office and now they can pull up their fancy

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spreadsheets. They can actually do work instead of just sending around gifs about

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whatever's going on that day, they can they actually have the ability

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to see things in real time. Now I want to just make sure for our

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listeners who have never seen the PNL or for our listeners have never

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looked at the financials of a nursing home and we're

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not just talking to administrators and operators, talking to professionals

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on any level in the nursing home industry.

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So if we want to give let's leave financials on the side for a

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moment. Although actually that's not let's just focus on what you said.

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You said something called the Daily PNL. That is absolutely phenomenal.

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I want to address just a question you raised before.

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Okay, go ahead. You are jumping on me, but that's fine.

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Okay. I would say for one facility,

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that's not our target audience. Our target

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audience is organizations that

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have, let's just say on the low end, seven to ten facilities.

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And this is a solution that when someone's

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running seven to ten facilities or more 1020,

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30, 40, 50 it's very hard to

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scale and to keep that level of knowledge

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of what's going on on the ground and the day to day without

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having some kind of solution like this that's going to help me keep track

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of what's going on in my organization. However, within an organization,

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we do have tools that are helpful to a facility.

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Such as we have an administrator dashboard that gives you the

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metrics for yesterday, your census, your labor, adding some clinical

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things on there like the incidents that happened the

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previous day and some recent trends. There is

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a few things that we're able to provide to an administrator

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in one place that gives them high level, a lot

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of things that they need to know about what's going on in the facility.

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From a metrics perspective. Again, I wouldn't

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go ahead and sell that today. Perhaps down the road,

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as we evolved this more sell it to one nursing

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home, our primary focus is helping the corporation

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run a multi facility organization.

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However, we do have a value for an administrator,

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but that's like secondary to what we're providing

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on the corporate level. And that may change over time as we

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develop more tools around an administrator, which is actually something

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that's part of our focus. Okay,

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fair enough. That definitely makes a lot of sense.

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Now,

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every organization differs as to what level they've embraced

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technology. So some organizations may have everything.

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A separate system for something, for payroll,

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a system for their financials, and for their nurse documentation, for the

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time clock, dietary,

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they may actually have everything, but they might do some system, some companies that

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have less systems. And from what I understand,

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and also from my experience being an administrator, a lot of times

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you have so many systems, so many logins, and each

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one has their own ability to create certain basic reports,

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but it's probably too difficult and time

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consuming to actually do it. And even more importantly,

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it's not going to pull it up all together. And that's where your software

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comes and pulls it all together in a very realistic, real time

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way, in a way that it's actionable.

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But what do you say to a facility that's only partially online,

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so to speak, and some of the systems are still paper, let's say,

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and some of them are online?

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Or are there certain companies that you work with and

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certain ones which you don't, which means that we're using fun

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quote care, you can work with us, we're using a different system, you can't work

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with us. How do you deal with that? So I

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haven't yet come across a group that's

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on paper at least, maybe I'm not hitting those people.

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But most organizations that I've come across in

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about a year or so that we've been out in the market selling

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have some kind of established system. Sometimes they

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have more than one, which could make it more complex.

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They'll have half the facilities on one system and half the facilities on

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the other for the same function. So we have to figure out how to

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tie that all together. We definitely have

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systems that we've already integrated with, and the rest are we haven't integrated with

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yet. I like that. Okay.

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They don't say no. The bottom line is no.

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We charge the same amount per integration regardless

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of whether we've done the system or not,

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because we look at it as it's our responsibility to get

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that integration done. If we don't have it yet, then we have to figure it

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out. Okay. No, I understand

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that most of the financials and back end stuff are

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all going to be online, but let's say there could be places where they're not

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fully integrated with the north documentation or they have

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an outdated antiquated time clock system or something like that.

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So, I mean, obviously you can only work with the data that

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you have. There are

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cases when we'll make a recommendation and say

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that this system that you're using is antiquated. Why don't

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you use this established

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system or one of these established systems?

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And then we'll say it's impossible to get data

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from your paper or your Excel spreadsheet.

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So we do sometimes make recommendations that they should

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upgrade their systems to something more established.

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And we don't take any commissions for that because we like to be impartial

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and just try to figure out what's best for the client

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so we never get it compensated for recommending

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a system. For recommending a system. Yeah.

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Interesting. Okay. Because that could potentially be a big

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revenue stream because you explain them the reasons why.

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But we

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want to be an advisor to the client. We want to be able to

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help them with their data strategy. We want to be able to help them how

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to use data, to help them drive their business.

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And we don't want to have, like, you come, you work

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with us, and you get this person that we're friends with that we're pushing

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on you, and that one that we're pushing on you. It's more like we're trying

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to help you figure it out. So once we

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would take any compensation from one software provider,

19:35.922 --> 19:39.277
then we wouldn't be able to play that role of

19:39.295 --> 19:42.437
advisor with integrity.

19:45.712 --> 19:49.100
Again, this is something which is evolving, especially if you have a nursing home

19:49.612 --> 19:52.792
operation that's been around, let's say,

19:52.840 --> 19:57.102
for seven, eight, nine or ten years, where they're

19:57.132 --> 20:00.650
just finding which system works best for them,

20:03.112 --> 20:06.997
where things were less organized and less data driven and there was

20:07.030 --> 20:10.025
less ability to report on things.

20:10.387 --> 20:13.925
And now, okay, we need a system for this, we need a system for that.

20:15.112 --> 20:19.412
Those operate specifically things. It can really be overwhelming,

20:21.262 --> 20:24.727
have so many different systems to look at and you may not even remember to

20:24.745 --> 20:27.852
look at all of them consistently. So, yeah, we have the PNLs,

20:27.882 --> 20:31.422
which is obviously a report card of sorts,

20:31.542 --> 20:34.912
but like you said, by the time you get to it,

20:35.050 --> 20:38.727
that could be a month, two months behind, and that ship

20:38.757 --> 20:42.247
has sailed. And you don't even remember anymore why things were the way they

20:42.280 --> 20:45.862
were. And I remember

20:45.925 --> 20:50.377
as an administrator receiving the financials and your goal is to try to look

20:50.395 --> 20:53.677
at the biggest, worst numbers and try to figure out what actually happened and what

20:53.695 --> 20:59.062
are you doing to change it. And sometimes that ship has

20:59.125 --> 21:03.097
already sailed. Now, if you had to name the number one

21:03.205 --> 21:06.892
biggest problem that

21:06.940 --> 21:10.552
your solution solves. I know we spoke about a

21:10.570 --> 21:14.737
couple of, a couple of different things, but specific to the

21:14.875 --> 21:18.312
changing operational style

21:18.462 --> 21:22.132
that exists now in the nursing home world, there's a

21:22.135 --> 21:25.357
lot of organizations that are turning belly up. At the same time, there's a lot

21:25.360 --> 21:29.452
of organizations that are growing slowly but steadily and

21:29.470 --> 21:32.872
they're becoming more and more robust. I guess

21:32.905 --> 21:36.477
the question is, is there a correlation in your opinion

21:36.657 --> 21:40.692
between the way that they manage the different sources

21:40.752 --> 21:44.932
of data in the overall success of

21:45.010 --> 21:48.472
the organization? I'll add one more point, and this is the question

21:48.505 --> 21:51.727
we started off in the beginning is that people know

21:51.745 --> 21:54.807
that now we have the ability to have all sorts of reporting and all sorts

21:54.822 --> 21:58.027
of exciting things. And one thing

21:58.045 --> 22:01.387
you didn't mention about your system is

22:01.525 --> 22:05.262
the visual appeal. A lot of administrators

22:05.337 --> 22:09.627
and operators, sometimes we get these long, complex spreadsheets

22:09.732 --> 22:12.127
and we have to try to figure out what in the world does all this

22:12.145 --> 22:15.412
information even mean at the end of the day? And I know that your system

22:15.475 --> 22:19.327
is very easy to understand. You don't need to

22:19.345 --> 22:23.332
have your background. You dummy it down for the people who are running up

22:23.335 --> 22:26.722
and down the hallways. And that's a huge, huge value. Add it,

22:26.755 --> 22:29.992
that makes it so much easier to act on it. But my question is,

22:30.115 --> 22:33.967
do you see a correlation between those who embrace the

22:34.015 --> 22:37.522
technology and the way that your company is allowing them to do and the

22:37.555 --> 22:41.002
overall slow, gradual, but strong growth of

22:41.020 --> 22:44.572
the facilities, and some of the other facilities that are ignoring it

22:44.605 --> 22:48.575
are hoping that it goes away? So I think that

22:49.237 --> 22:52.867
to address and some of the things you were saying earlier, it's important

22:52.915 --> 22:56.182
to understand, like you were saying before, about how

22:56.260 --> 22:59.872
some people are still on paper, they didn't figure out their systems yet.

23:00.055 --> 23:03.247
I think that the successful organization, the ones

23:03.280 --> 23:06.500
that grow and make money and do well,

23:07.762 --> 23:11.497
there's a maturity process that they go through. Maybe they started out

23:11.530 --> 23:14.587
with one or two or three facilities, but as they grow

23:14.650 --> 23:18.217
and they scale, they have to become a corporation that

23:18.265 --> 23:21.817
has processes, that have systems in place that

23:22.015 --> 23:25.342
above. And I think part of that journey before we talk about

23:25.390 --> 23:29.092
business intelligence and megadata. Part of that journey is getting

23:29.140 --> 23:32.692
an EMR in place across all their facilities. I think

23:32.740 --> 23:36.292
that the most successful organizations have

23:36.415 --> 23:40.027
one system across all their facilities for

23:40.045 --> 23:44.162
each function, such as an EMR, a time clock.

23:44.662 --> 23:47.300
And when they get an acquisition, they get a new deal.

23:49.087 --> 23:52.597
They immediately will put

23:52.630 --> 23:55.972
in all their systems, not just software, whatever it is

23:56.005 --> 23:59.317
that they're successful, that's working for them as an

23:59.365 --> 24:02.692
organization. However, they do what's called a

24:02.740 --> 24:05.712
dietary housekeeping, laundry therapy,

24:05.862 --> 24:08.907
pharmacy, the software systems,

24:08.997 --> 24:12.882
the companies that are successful, they have processes

24:13.047 --> 24:16.567
and they do things in a certain way that works.

24:16.690 --> 24:19.550
Once they figure out what that is,

24:20.062 --> 24:23.527
that's working, that's successful. And they get a new building,

24:23.620 --> 24:26.675
they bring all that to the new building,

24:28.237 --> 24:32.122
how they do business, right. And as these

24:32.155 --> 24:36.262
companies mature and they're figuring out what works, megadata is a way

24:36.400 --> 24:39.607
that they can bring the data

24:39.685 --> 24:43.227
understanding and the understanding of the knowledge of what's

24:43.257 --> 24:47.257
going on in their business across the organization to

24:47.335 --> 24:50.937
all their nursing homes. And it becomes another step in the maturity

24:51.012 --> 24:55.752
process. But if we're talking about somebody who has they're

24:55.782 --> 24:59.452
still on paper, every facility is doing something else. That usually means that

24:59.470 --> 25:02.212
they're in an early stage of that maturity process.

25:02.350 --> 25:06.097
And as they're getting more sophisticated, megadata is a

25:06.130 --> 25:09.117
step in the process of getting more sophisticated.

25:09.177 --> 25:12.702
And we help companies grow. You know, I can't

25:12.732 --> 25:17.127
tell you exactly the point in time that that's

25:17.157 --> 25:20.157
the right time to do it. But if they're still on paper and they don't

25:20.172 --> 25:23.922
have systems yet, and they're probably not ready yet for a megadata,

25:24.042 --> 25:27.607
you know, most of the companies yeah, I'm really happy that you just

25:27.610 --> 25:30.927
said what you said because too many people and it just clicked in my brain

25:30.957 --> 25:34.747
as well. To many people, they see it that there's especially those

25:34.780 --> 25:38.152
who are involved or are involved in operations, is that we

25:38.170 --> 25:42.292
have operations, we have what we need to do. And then we have those

25:42.340 --> 25:45.817
people, those corporate people come in and they throw reports and data and

25:45.865 --> 25:49.447
all sorts of stuff at us. And our goal is to be able

25:49.480 --> 25:52.822
to defend ourselves against whatever it might say

25:53.005 --> 25:56.752
in that data. Or even better, and this is much more fun,

25:56.770 --> 26:00.427
is to discount the information and say that that's old or

26:00.520 --> 26:03.987
it's inaccurate, or whoever the input was inaccurate.

26:04.062 --> 26:07.942
And it's almost like a fight, operations versus data.

26:08.065 --> 26:12.672
And I think it comes from a fundamental misunderstanding

26:12.717 --> 26:16.467
of the role of data and that it's not a separate entity.

26:16.527 --> 26:19.792
There's really no difference between what actually happens

26:19.915 --> 26:23.197
in the facility and the numbers that are being thrown. It's just

26:23.230 --> 26:26.317
a representation of the actual facts. And a big part

26:26.440 --> 26:29.727
of the problem is that when you see complex spreadsheets,

26:29.757 --> 26:33.637
which many have

26:33.700 --> 26:37.827
had to consume, and tons of data which is not easily understandable

26:37.857 --> 26:41.527
of what it is, it appears as if there's two things. There's a world of

26:41.545 --> 26:44.767
operations and then there are those spreadsheets that we have no idea

26:44.815 --> 26:48.382
what they actually mean. If numbers was my thing, I would have been a

26:48.385 --> 26:52.392
financial analyst. I'm a people person. I'm here to deal with upset

26:52.452 --> 26:56.292
irate residents, family members. I'm here to make holiday

26:56.352 --> 26:59.902
parties. I'm a marketer. I'm out there in

26:59.920 --> 27:02.932
the hospitals and the senior census and that's what I do.

27:03.085 --> 27:06.667
Don't bother me with numbers. I'm going to make sure the general terms

27:06.715 --> 27:10.312
that sense this is up over time is down. Try to keep people happy,

27:10.375 --> 27:13.527
keep the rooms full and call it a day. Then when you come to throw

27:13.557 --> 27:16.987
me these spreadsheets at me, that's like another

27:17.050 --> 27:20.497
whole thing that doesn't really mean anything real to

27:20.530 --> 27:23.877
me and therefore it's

27:23.907 --> 27:26.827
just something I have to deal with. And the financials, the monthly financial which I

27:26.845 --> 27:30.567
get is going to be an uncomfortable

27:30.627 --> 27:33.952
conversation that I need to have with those who hire me because I

27:33.970 --> 27:38.225
see it as fundamentally two separate things we just explained really

27:39.937 --> 27:43.377
helps understand that it's not really that software

27:43.407 --> 27:47.397
is just another system, a healthy maturing

27:47.517 --> 27:52.227
company. The way you just put it so eloquently is they're

27:52.332 --> 27:55.942
there to figure out what works. And what

27:55.990 --> 27:59.652
works well, which is an integration

27:59.832 --> 28:03.117
of many systems and operating procedures

28:03.177 --> 28:06.997
and policies that exist in real

28:07.030 --> 28:09.757
life. Which means that when someone walks into Tour, this is what you're going to

28:09.760 --> 28:12.472
do to them, this is how you're going to greet them and this is the

28:12.505 --> 28:14.347
form that you're going to give them. Is it going to be a paper?

28:14.380 --> 28:16.432
Is it going to be an iPad or whatever it's going to be? And this

28:16.435 --> 28:19.617
is how we market, this is how we serve food, this is how we administer

28:19.677 --> 28:23.832
medication, this is how we deal with the compliance regulation.

28:23.997 --> 28:28.197
We have systems for everything. And included in that, some of the systems

28:28.242 --> 28:31.822
are hands on, some of them are papers, some of them are on

28:31.855 --> 28:35.152
computers. But it's not a separate system. And especially if

28:35.170 --> 28:38.677
you move above the facility level and you go to the

28:38.770 --> 28:42.892
sea level and the executive level and now you're looking down and each

28:42.940 --> 28:46.567
facility is another manifestation, another application

28:46.765 --> 28:50.900
of our operating secret. So then using this system

28:51.412 --> 28:55.437
broadly across our own organization makes sense. Sometimes owners

28:55.512 --> 28:59.092
or operators will withholds from implementing any

28:59.140 --> 29:02.617
particular system across

29:02.665 --> 29:05.902
the board because they want some sort of leverage, right? If we give all of

29:05.920 --> 29:09.622
our buildings to Point Cook here, then we can't negotiate on

29:09.655 --> 29:13.087
price or maybe we might not be 100%

29:13.150 --> 29:16.762
satisfied, but we're saying is no have that system in place which

29:16.825 --> 29:20.762
includes data, which includes online systems

29:21.562 --> 29:24.652
and it also includes policies and procedures and it's all the

29:24.670 --> 29:27.875
same thing. Once you figure out what works, then you can go and you can

29:28.387 --> 29:31.507
still so I think that's something that you'll get a lot of

29:31.510 --> 29:35.022
pushback. I'm sure you've had this pushback you come to an owner who has fits

29:35.067 --> 29:38.682
exactly the right. You know, they have 14 nursing

29:38.697 --> 29:42.457
homes. They're growing. They finally have most of their facilities are in

29:42.460 --> 29:45.952
one system. Most of them are here you have those two new facilities that they

29:45.970 --> 29:49.432
bought that are still kind of shaky as to what their data

29:49.510 --> 29:53.750
is up to and they're perfect client. Then you're like trying to throw them,

29:55.237 --> 29:58.552
you're trying to pitch your service and they're like,

29:58.645 --> 30:02.227
what do we need it for? And what you're explaining, at least I think

30:02.245 --> 30:05.232
the way I'm understanding right now is that it's not another thing that you're throwing

30:05.247 --> 30:08.847
on them. It's really organizing that which they already have. And by you're not accepting

30:08.892 --> 30:12.247
commission from other people initially, essentially what you're doing

30:12.280 --> 30:15.357
is you're saying it's complex. I get it. There's a lot of systems,

30:15.372 --> 30:18.097
they don't usually talk to each other. We're going to help you choose the right

30:18.130 --> 30:21.442
systems that work for you and bring them all together in a way that

30:21.490 --> 30:25.027
is actionable. Does that make sense? Kind of getting it?

30:25.120 --> 30:28.702
Yes. Okay. I would find that most of the

30:28.720 --> 30:32.182
organizations already are on systems that I

30:32.185 --> 30:35.697
would say 90% of the time they're on regular,

30:35.817 --> 30:38.825
standard, straightforward systems that are not on the paper.

30:40.837 --> 30:44.182
I know, I got that. One of the things I was just about what you

30:44.185 --> 30:49.647
were saying before about the data being something that you're

30:49.692 --> 30:53.497
defending, and I

30:53.530 --> 30:57.832
think that actually brings up an interesting point,

30:57.910 --> 31:01.992
is that every organization that we work with and this is how we differentiate ourselves,

31:02.127 --> 31:05.377
I think, from some of the other softwares out there that just have,

31:05.395 --> 31:07.862
like, a standard set of reports,

31:09.487 --> 31:13.192
whether you like them or you don't. We work

31:13.240 --> 31:17.497
to understand the culture of the organization that we're getting involved with and

31:17.680 --> 31:21.127
how the data is used has a lot to do with the

31:21.145 --> 31:24.897
culture of the organization. It's not necessarily us as the providing

31:24.942 --> 31:29.082
the reporting and the reporting solution. It's more about the operator

31:29.172 --> 31:32.527
and what they do with the data. Do they use it as a way to

31:32.545 --> 31:36.757
hold people accountable in a very strict way

31:36.835 --> 31:40.447
or do they use it to coach? And that

31:40.480 --> 31:44.272
really depends on how that organization runs and

31:44.305 --> 31:48.275
what's the culture of how they interact and

31:49.462 --> 31:53.362
what they do with it. What we try to do is get

31:53.500 --> 31:57.577
into the organization as we work with the organization to understand

31:57.745 --> 32:01.325
the pulse of the organization and how they work.

32:01.762 --> 32:05.527
And every organization we work with has different preferences and how

32:05.545 --> 32:08.827
they want to share data with the facilities. Let's say some

32:08.845 --> 32:12.950
of them won't share financial data with the facilities. Some will.

32:13.612 --> 32:17.002
Some of them don't want their administrators to have a lot of information.

32:17.095 --> 32:20.647
They want it to be more minimalist. Give them exactly what they need because like

32:20.680 --> 32:23.977
you said, they're busy with the families, they're busy with the survey, they're busy with

32:23.995 --> 32:27.807
all this. Just give them some high level key information that's.

32:27.822 --> 32:31.132
Just going to keep them knowing that these are

32:31.135 --> 32:34.327
the numbers that we care about, but don't overload them with

32:34.345 --> 32:37.852
reports. And some organizations are the other way around. We want them to

32:37.870 --> 32:40.947
be responsible, to know every single number. Even though they're busy,

32:40.992 --> 32:43.775
they'll do it, look at it at night, go through everything.

32:45.637 --> 32:49.297
And we try to work with the organization to

32:49.405 --> 32:52.447
do it in the way that they want to run their business and that's what

32:52.480 --> 32:55.722
works for them. We don't have an opinion about what's

32:55.767 --> 32:58.942
the best way to operate. Sometimes we have some best

32:58.990 --> 33:02.262
practices that we could bring, but we try to align ourselves

33:02.337 --> 33:06.350
with what the organization is trying to do. I see.

33:06.937 --> 33:10.237
Obviously, this can't be an off the shelf product,

33:10.300 --> 33:14.062
so I guess it's customized to the needs of each company,

33:14.125 --> 33:17.802
is that correct? Yes and no. On the one hand, we figured

33:17.832 --> 33:21.772
out how to build an infrastructure that

33:21.880 --> 33:25.302
for the most part is something that we can reuse

33:25.332 --> 33:29.152
it's for multiple customers,

33:29.245 --> 33:32.392
but at the same time there's a certain the front

33:32.440 --> 33:35.817
end of it. Under the hood

33:35.952 --> 33:40.102
there's a lot of the same, but for

33:40.120 --> 33:43.282
the front end of it, the end result of who's going

33:43.285 --> 33:47.462
to get what emails, when, and who's going to see what dashboards,

33:48.562 --> 33:52.102
a lot of that we will customize and make it on the

33:52.120 --> 33:55.850
organization. Got it. That makes sense. Now let me say another question.

33:56.587 --> 34:00.307
Do you have the ability, I'm assuming your megadata, you have

34:00.310 --> 34:04.042
the ability to track utilization of how frequently people log in,

34:04.090 --> 34:08.632
right? Yes. Okay, so now do

34:08.635 --> 34:12.372
you find that obviously owners and people on executive

34:12.417 --> 34:15.747
teams, for them, they want this information to be shared.

34:15.792 --> 34:18.757
Like you just said, each one has their own style, how much they want it

34:18.760 --> 34:20.797
to be shared. They want it to be shared because they want it to be

34:20.830 --> 34:24.067
active on at the end of the day, whatever wants the company

34:24.115 --> 34:27.807
to be successful. Do you find that administrators,

34:27.897 --> 34:31.325
operators, or whoever receives these reports that they

34:31.762 --> 34:35.287
actually look at it and appreciate it and act on it? Does it work?

34:35.350 --> 34:38.932
Bottom line? And what does it take to get people to really

34:39.010 --> 34:42.217
get it and have that AHA moment where

34:42.265 --> 34:45.472
like, wow, this is not something separate like we just spoke a few

34:45.505 --> 34:48.862
minutes ago, there's something that's actually going to help me. It's not one more email,

34:48.925 --> 34:52.297
my endless inbox which never stops. This is actually something

34:52.330 --> 34:55.707
that's going to help solve a problem. So it's a question of two parts.

34:55.797 --> 34:58.775
A, are people using it and B,

35:00.037 --> 35:02.902
how do you encourage them to use it or do you encourage them to use

35:02.920 --> 35:06.757
it? Definitely people

35:06.835 --> 35:10.782
do use it. What we find is that there's

35:10.872 --> 35:14.272
a level of engagement that starts at the top and

35:14.305 --> 35:17.337
that's our approach is we start at the top of the organization.

35:17.487 --> 35:21.172
We first engage the sea level people, help them

35:21.205 --> 35:24.882
get information, and then we work our way down the organization.

35:25.047 --> 35:28.902
And as the top of the organization starts

35:28.932 --> 35:33.337
to use what we have and then they start to ask

35:33.400 --> 35:37.102
the regionals to use it. And once the regionals are bought in,

35:37.195 --> 35:40.117
then they have the facility start to use it.

35:40.315 --> 35:44.312
In the beginning when we first start with a new client,

35:45.037 --> 35:46.700
the first month or two,

35:48.937 --> 35:52.437
it's just that core corporate

35:52.512 --> 35:56.422
team that's using it. But that utilization of the

35:56.455 --> 36:00.067
metrics, of how the user metrics, it goes up month

36:00.115 --> 36:03.667
after month as we slowly evolve it. What I find

36:03.715 --> 36:07.147
with the business intelligence, and there are books about this,

36:07.180 --> 36:10.702
but the way business intelligence works is that it

36:10.720 --> 36:15.382
grows within our organization. So you have certain engaged people that

36:15.460 --> 36:19.282
will engage with it and get value out of it. And they're going to a

36:19.360 --> 36:23.127
ask the people, you know, who port to them to get engaged

36:23.157 --> 36:26.937
with it. And they also will tell other people in the organization

36:27.087 --> 36:30.322
that this is working, why don't you use it for that? Why don't you use

36:30.355 --> 36:35.452
it for that? And it's kind of like I

36:35.470 --> 36:39.562
don't find that you can go ahead and just do one

36:39.625 --> 36:43.177
training for the whole corporate team, then one training for

36:43.195 --> 36:46.432
all the administrators and one training for all the directors of

36:46.435 --> 36:49.807
nursing and then all of a sudden it just, everybody just starts using it

36:49.810 --> 36:52.550
the next day. But this kind of thing,

36:53.062 --> 36:56.647
it has to evolve into the culture of the

36:56.680 --> 37:00.192
organization. People have to start to understand that this exists

37:00.252 --> 37:02.977
and there's something I can get out of it. And as they use it,

37:02.995 --> 37:06.277
they start to ask more questions of what else can I do with it?

37:06.295 --> 37:11.647
What else can I get out of it? A lot of times the

37:11.680 --> 37:14.962
usage of it grows as people learn

37:15.025 --> 37:18.502
more and more what value they can get. And you can

37:18.670 --> 37:22.792
teach it, but at the same time, I would say

37:22.915 --> 37:26.450
after an organization is using it for one year or two years,

37:27.712 --> 37:31.072
it's seeped in. People just kind of get

37:31.105 --> 37:34.717
it. And it's not something that you can just explain day one.

37:34.840 --> 37:38.797
And right away they'll understand everything that there is

37:38.830 --> 37:43.102
to get out of it. They understand the

37:43.195 --> 37:47.002
basic things they can get, but over time they come back with more requests and

37:47.020 --> 37:49.207
more things. And now that I was able to get this, I want to be

37:49.210 --> 37:52.402
able to go a little deeper and get that. And it's kind of a

37:52.420 --> 37:55.987
learning curve that just happens over time where it just gets

37:56.050 --> 37:59.802
more and more into the culture, where the organization

37:59.907 --> 38:03.637
is developing a data driven culture. Okay,

38:03.700 --> 38:05.900
awesome. Yeah, that's exactly where I was going.

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The reason for that is not because it's

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not a software, it's changing the way people operate.

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Being operating for putting out fires and operating from what armchair

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analysis, what we think makes sense, or what worked yesterday,

38:20.712 --> 38:24.650
operating based on data. Data doesn't lie. At the end of the day,

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if you're putting in accurate data, the data is real. And if you're getting

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it in a timely way, in a way that's consumable,

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meaning visually appealing and simple,

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or again, depending on the level of complexity that you

38:40.330 --> 38:44.002
need, so then eventually that can change the

38:44.020 --> 38:47.352
culture. Correct. And culture doesn't

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change in a minute. It changes over time.

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And I think it starts with having a goal that I want

38:53.830 --> 38:57.777
my organization to be more sophisticated and more data driven.

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And then over time, when we make that commitment

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to invest in a data infrastructure, over time,

39:05.485 --> 39:07.937
that data driven culture develops.

39:11.812 --> 39:15.217
It's been a pleasure having you on the nursing home podcast. I really

39:15.265 --> 39:18.727
appreciate you coming on. Honestly, a light

39:18.745 --> 39:23.362
bulb just went on in my brain in general, for data that

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can be used for business intelligence in any business,

39:27.712 --> 39:30.802
but specifically the nursing home business, having been a

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victim of consuming some of your reports,

39:34.032 --> 39:37.192
actually, and not

39:37.240 --> 39:40.902
fully grasping always exactly how it plays

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out into day to day operations. But I think you really explained it

39:44.662 --> 39:48.172
really well. Before you go and you

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tell us where is the best place for people to learn more about this,

39:52.312 --> 39:55.987
is there any particular myth or

39:56.050 --> 39:59.182
misconception that people have about data that

39:59.185 --> 40:02.375
you want to dispel before we let you go,

40:03.112 --> 40:06.132
specifically in the nursing home industry and what people think about that and what it's

40:06.147 --> 40:07.175
really all about?

40:11.137 --> 40:14.872
My question is, when you're presenting this to a nursing home

40:14.905 --> 40:18.322
owner or operator, like, oh no, we don't need that,

40:18.355 --> 40:21.472
that's just whatever, is there that

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type of objection that you get when people say, we don't want to invest in

40:25.345 --> 40:28.852
our data, we have enough as it is? And the answer could be no,

40:29.020 --> 40:32.947
and that's more than fine. No, you definitely have some

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people who have we

40:37.525 --> 40:41.347
actually recently came across a group, they just have so

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many processes in place, manual,

40:45.637 --> 40:49.602
and it works for them, so they're

40:49.632 --> 40:53.750
not ready to create

40:54.712 --> 40:57.737
that automated solution.

40:59.362 --> 41:02.722
And again, I still believe that that group would benefit from it.

41:02.755 --> 41:06.772
But for most people,

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we're able to provide a real

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time way to get reports and distribute reports and

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to understand what is going on

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in the business in a much more a cost effective,

41:22.707 --> 41:27.327
b real time. And we're

41:27.357 --> 41:31.177
able to help them drive their business in a much more data driven way than

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they were able to before. There's only so much you can do with spreadsheets,

41:34.857 --> 41:38.172
and there's only so much real time you can get with spreadsheets.

41:38.217 --> 41:43.882
And I would say that any

41:43.960 --> 41:48.877
mid sized organization, let's say ten to the

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numbers, ten plus, except that

41:52.675 --> 41:55.527
the largest groups have already built something internally.

41:55.707 --> 41:59.647
But any midsize organization, it makes sense

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to hire a service like ours versus

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even building the same kind of thing internally because it's just way more expensive

42:07.587 --> 42:11.122
to go build a whole team. It's going to cost upwards of half

42:11.155 --> 42:14.632
a million to a million dollars to build such a team,

42:14.785 --> 42:17.825
and we come in at a fraction of that price.

42:20.062 --> 42:23.497
Got it. In other Words, it might be organizations that they say,

42:23.530 --> 42:26.762
well, Betsy runs the overtime report on Tuesdays

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way then Lisa does it.

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It's been working. It ain't broke. So why should we do something else?

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Not realizing that if they can free up all those people

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and get more accurate, up to date information without human

42:41.845 --> 42:46.327
error? So not only will they have better data, they'll have more time so

42:46.345 --> 42:49.867
that Betsy can either get a different job or

42:49.990 --> 42:53.767
do something else in the business. I don't find that anybody ever,

42:53.890 --> 42:57.387
in my experience, has ever lost their job. Because we got involved.

42:57.462 --> 43:00.967
They usually become much, much more effective at whatever

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that they're doing. Instead of spending 30% to 40% of their

43:05.065 --> 43:08.377
day putting the data together, when the other rest of the

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day they were supposed to actually reach out to the facilities and ask them what

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they're doing about the overtime. Now they're spending 95% of

43:15.670 --> 43:19.252
their day reaching out to the facilities and asking them what they're going to do

43:19.270 --> 43:22.702
about their own. Got it. All right, Sean, where's the best place for us to

43:22.720 --> 43:26.212
send the listeners of the nursing home podcast? To find out more about

43:26.275 --> 43:29.452
Megadata and everything that your company has to

43:29.470 --> 43:32.722
offer for solutions for nursing homes, you can visit our website.

43:32.830 --> 43:36.522
Megadatah stands for Health Systems

43:36.642 --> 43:38.450
Megadatahs.com.

43:39.187 --> 43:42.717
And there's also on that website is the Sniff

43:42.777 --> 43:46.072
Vision Tool, which is a free tool that we

43:46.105 --> 43:49.402
created that allows you to do like, market research on all

43:49.420 --> 43:52.897
the nursing homes in the country, which is a good acquisitions tool

43:53.005 --> 43:57.037
or a sales tool. And a lot of people actually enjoy

43:57.100 --> 44:00.997
that too. Right? So the people who don't enjoy that tool are

44:01.030 --> 44:05.422
probably the owners of nursing homes, perhaps, because within

44:05.530 --> 44:09.142
a couple of clicks, you find out who owns what. But at the same time,

44:09.190 --> 44:12.442
this information is all public information anyways available. Right.

44:12.565 --> 44:16.072
But from an acquisition perspective, I actually have a lot

44:16.105 --> 44:19.417
of owners of nursing homes who their own

44:19.465 --> 44:23.302
acquisitions people are using this to help them study the market for

44:23.320 --> 44:27.082
acquisition. So it's a double edged sword. On the one hand, your information

44:27.160 --> 44:30.622
is out there again, it's also on Medicare, gov, anybody can find it.

44:30.730 --> 44:33.967
But on the other hand, it's a tool that you can benefit from

44:34.015 --> 44:38.352
being able to understand the market when you're looking for deals and acquisitions.

44:38.382 --> 44:41.722
So the goal is not to put their name out there.

44:41.755 --> 44:45.097
It's more to provide a value to everyone that

44:45.130 --> 44:48.622
comes a little bit with a cost of maybe this was

44:48.655 --> 44:51.532
a little more private before, even though it's publicly available,

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and that made it a little easier for people to find your name.

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But at the same time, you yourself can use this tool to grow

44:59.305 --> 45:02.577
your organization and look at the markets that you're

45:02.607 --> 45:05.872
in and see what's going on in your state and

45:05.980 --> 45:09.322
so on. Awesome. Thank you, Sean, for coming

45:09.355 --> 45:12.727
on the nursing home podcast. I look forward to sharing this with all

45:12.745 --> 45:15.875
of the Nursing Home Podcast listeners. In the very near future,

45:16.312 --> 45:19.882
everyone head over to Megadaterhs.com

45:19.960 --> 45:23.272
to see the Smith Vision Tool and to see

45:23.305 --> 45:26.862
a little bit more about what Megada can do for your facility, even if you're

45:27.362 --> 45:30.202
not the owner of the administrator. But once you see a little bit of what

45:30.220 --> 45:33.157
you can do, you're going to go knocking on their doors and tell them to

45:33.160 --> 45:36.247
reach out to Sean and his team to see if this is

45:36.280 --> 45:39.532
indeed a good fit for your company. And for all you know that some of

45:39.535 --> 45:43.252
those reports may actually be coming from metadata already. Sean, thank you

45:43.270 --> 45:46.072
so much for coming on the show. Thank you for having me smaller. I really

45:46.105 --> 45:47.150
appreciate it.

45:50.437 --> 45:54.662
Thank you for listening to this episode of the Nursing Home Podcast.

45:55.012 --> 45:59.287
Be sure to head on over to itunes and check out the Nursing Home

45:59.425 --> 46:02.982
Podcast and subscribe to the show. This will ensure

46:03.147 --> 46:07.297
that you never miss another episode and you always are up to date on

46:07.330 --> 46:11.047
what's going on in the nursing home industry. If you leave us a review

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for taking the effort to do so. Take a

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screenshot of the review once you do it and share it on Twitter

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46:30.100 --> 46:33.502
When I see that, we will connect and send you something special.

46:33.670 --> 46:37.677
So again, thank you for listening to this episode of the Nursing

46:37.707 --> 46:41.527
Home Podcast. Check back for our next episode and

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don't forget to subscribe and review and share that with

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