All right, well, my name is Brynn Deckard, and I'm a nurse practitioner in Pediatrics Electrophysiology at University of Michigan. And I'm the moderator of this exciting session. I'm very grateful and humbled to be here with this amazing panel. So we're going to start, each person is going to introduce themselves, describe a little bit about themselves and how they're related to innovation and whatever that may be. So we'll start with Lauren next to me. Thank you, Brynn, for having us here today. Thank you, HeartRhythm and Ahrex. My name is Lauren Rousseau. I'm a lead physician assistant at Brigham and Women's Hospital. And I take care of patients both in the procedural space and then also in our inpatient and outpatient space. And I have created some care pathways that have helped optimize our patient care, hence why I'm here today, I think. Yeah, thank you very much for inviting me to join this panel. My name is Heather Ross. I am a nurse practitioner by trade. I'm a professor at Arizona State University, number one in innovation for, like, very many years, so much so that it's on all the buses. So we're required to participate in innovation at my institution. I have been in electrophysiology for my entire clinical career. And I'm really excited to hear what everybody else has to say. Great. Thank you. Hi. Thanks for having me here. I'm Lisa Raleigh. I'm a pediatric electrophysiology physician assistant at Washington University in St. Louis. And I'm here, I also created a lot of new pathways for our program. I instituted our telehealth program. During the pandemic, I have created new remote monitoring pathways for our practice. And then I also have a little side gig where I work for a company that creates bite-sized digital content for medical providers in pediatric surgery. That's a tough act to follow. Hi, everyone. My name is Martha. I am a family nurse practitioner. I'm the assistant director of VP services at White Plains Hospital. And thank you so, so much for asking me to be on this panel. So my intro to innovation, as part of the AHP panel from Boston Scientific, they all always ask for ideas. And one of the ideas I provided for them was when we used to do the measurement for the subcutaneous ICDs, we used to carry around those rulers and measure the patient. My idea had been, well, why don't you just integrate that into the programmer? Because it's an easier workflow for me and my techs to do. This way, it's easy when the patient's already on the table with the programmer and the leads. In three years at HRS, they actually presented that app into their programmer. And they were incredibly gracious when I walked in with my attending EPs in crediting me for having that idea, which they incorporated. So it is a simple intro to innovation. I didn't know then that that's what that was. I'm totally privileged to work with two really wonderful MPs who make my day hard every day. But they make me just so much better at what I do. I work with Aileen Farrick, needless to say. And I work with this wonderful woman, wonderful, smart heart failure nurse, Uloma, who makes me live equity every day. Forever grateful, Uloma. Hi, I'm Deepti Virgis. Welcome to Atlanta. Three things about the city. The crazy traffic, unpredictable weather, and some incredible food. So hope you all make the best of your time here. I've been in nursing for about 18 years now, with the past eight years as an electrophysiology nurse practitioner. My background spans in noninvasive and invasive electrophysiology. I've helped or been an integral part of establishing EP programs at multiple facilities. Helped create protocols for remote monitoring within our facility. Participated in digital education initiatives with Heart Rhythm Society. I'm sure many of you have heard of the LEAD podcast. And most recently completed a LEAP, or Leadership in Education for Allied Professionals with HRS. Thank you. Hi, everyone. I'm Kristen Bove-Campbell. I am a clinical pharmacist at Duke University Hospital. I work in both the inpatient and outpatient world. I created the role for the inpatient pharmacy presence on the rounding team, and with that a bunch of care pathways and things. And also created a clinic, an anti-arrhythmic monitoring clinic in the outpatient role. And I'm very lucky to get to serve alongside Brynn on the board of trustees for Heart Rhythm Society, and I'm the first PharmD to do so. Great. Well, we'll get started with some questions. Lisa, I'm going to start with you. We know that allied professionals are most often the backbone of innovation in clinical practice. We are the frontline providers. Can you share some of your prior innovation development experience? Sure. One of the first things I did in my position was tackle the remote monitoring. We did not have a good system for documentation, for billing, and we I guess was like we need to fix this. And how can we use Epic to make this happen? And I had been an Epic user before and knew how to work the system, and so we created templates for all of the device notes. We created tied them into order so that everything was now billable, that we were documenting on it. It was all in a streamlined position. And then when we adopted our third party remote monitoring interface, I then created and worked with that team to make sure that everything went through nicely. So we went from capturing maybe 10% of our bills to capturing 100% of our billable remote monitoring. Also during the pandemic, we had to use telehealth. Everyone was doing it. And EP was well suited because we didn't have to do a lot of physical exam or a lot of needing the patients to come in. And so I had previous telehealth experience prior to starting in pediatric EP, and I knew how to use a video system and figure that out. And so we I built that pathway as well as to how we were going to explain things to our patients. I created dot phrases in Epic so that patients were receiving MyChart messages. I helped enroll everybody in MyChart to make sure that we had a seamless transition. And we had a very successful telemedicine practice during COVID, which continues today. Every clinician in our EP group continues to have telemedicine clinics. Yeah. I mean, I think from an allied professional standpoint, as you can see, and I'll pick on Lauren in just a second, most of our innovation comes from fixing problems or making things more efficient or easier. Lauren, I want to tap into you a little bit about your same day discharge research that you've done with AFib. And I think, you know, some people sometimes you think innovation, you know, new technology, but what really can be innovation is just a change in practice. Yeah, exactly. So we established our AFib same day discharge program around the time during the COVID-19 pandemic and in efforts to reduce hospitalizations, reduce resources, and provide patient safety or comfortability to be able to go home and recover. We really look to our resources to determine how can we do so while providing convenient, effective, and safe care for our patients. And so what we did was that we sent them home the same day after the ablation and sent them home with a blood pressure cuff and then a rhythm monitoring tool where they could then take their vital signs the following day. They would have a telehealth visit with the allied professional who would then review the vital signs. We would reiterate discharge planning and follow-up, talk about the procedure itself, and then of course address any questions, concerns, or anything that may have been missed on the day prior. And we really found that these patients were much happier. They were able to go home and recover in the comfort of their own home. They felt that there was a continuum of care because they were able to see the allied professional the following day and that we were really able to address any of those questions and concerns that may have been missed if they weren't able to have that follow-up visit. Excellent. Excellent work. And we're speaking about clinical care innovation, but I want to pick on Heather a little bit for a second. Heather has a career path that may be different than the rest of us that started in clinical but has also kind of innovatively kind of went another direction. So Heather, can you discuss innovation in other areas such as development of positions or your career and things like that? I think that's very helpful for our audience. Yeah. Absolutely. Thank you. So I think it was my friend Julie Shea, who's sitting in the front row, who said, you know, your career path has been more like off-roading than a path. And so yes, I started my clinical career in EP and I continue to see patients in our EP clinic at Honor Health Cardiac Arrhythmia Group. Amy, is that the right name now? Yeah. Thank you. The names keep changing because the people need jobs to change names. But I had the opportunity to go back to school. Arizona State University was starting its doctor of nursing practice program. So I went back as a post-master's student and did my DNP work, which included helping to create and really understand and integrate a therapeutic hypothermia program at a different hospital with actually one of my electrophysiology colleagues, Eric Grubman from Yale, who's over there. And in doing that, I had some bigger questions when I finished my DNP. So because I'm a glutton for punishment, I said, well, I need other tools to answer these bigger questions. And I did a PhD in a field that ASU calls human and social dimensions of science and technology. And what I studied specifically was biomedical technology innovation policy. And so with that behind me then and started to think really in a much different way about systems of care and how national statute impacts systems of care and how the very many layers of enabling change that has to happen to do the kinds of clinical level innovation that we want to think about. And what are the implications of big data? And what are the implications of emerging technologies like, you know, everybody's talking about AI at this meeting. That then motivated me to get very engaged in policy and state and federal policymaking. And I had a little bit of an offroading detour when I made the decision to run for public office several years ago now. And I'm not serving in public office. So you can see how that went. However, it changed my life, the experience. And that led to me being detailed by the president of my university to serve in the office of the mayor of Phoenix, Arizona as her health policy advisor. And what I ended up working on, because when you're in the public space like that, she said, I know this isn't really what you do. But what I really need help with is the intersection of mental health crisis and public safety. So in that role, we helped to create a crisis mental health response program that sits underneath the fire department and works hand in hand with police. I spent a lot of time out in the field with police and fire. And I've ridden in a lot of police cars. But only in the front seat. I have a very strict rule for myself. Only front seat. And one of the things that I heard over and over and over is as we were experiencing and this was during COVID, you know, we were seeing a real increase in homelessness and a real trend toward increasing homelessness in older adults. And I heard over and over from my colleagues in public safety, you know, we're seeing all these older adults experiencing homelessness and they're unhoused and they're sometimes even unsheltered. And we're just sure they have dementia. But they don't have a diagnosis of dementia. And so we're really limited in what we can do with them. They don't we can't take them to the emergency room. They haven't committed a crime. We can't take them to jail where at least we know they would be like safe-ish. But we don't know what to do. So that led to me working with the largest emergency homeless shelter in the state of Arizona and we stood up a universal screening program for older adults coming into shelter, which is about 30% of adults in this emergency shelter, which is shelters about 650 people a night. So every older adult, 55 and up, gets screened for dementia mild cognitive impairment. And we very quickly realized we're running better than 90% positivity on the screens. Now that's not a diagnosis. It's just a screen. But we then worked with our healthcare for the homeless provider to I don't know if anybody's ever tried to get a family member in with a dementia specialist for a diagnosis. It takes about six months if you have amazing insurance and a super engaged family. And people experiencing homelessness don't have either of those things. So we created a direct pathway to dementia diagnosis with our healthcare for the homeless provider. And a nurse practitioner who had some special training in that area and a real heart for this population. So we've like those are some of the other ways. Now what does that have to do with electrophysiology? What does that have to do with heart rhythm patients? Well, a lot of that thinking was stemmed for me by an experience that we had in our clinic several years ago with a patient who had been experiencing homelessness, came into the hospital through the ED, ended up with a defibrillator and Coumadin and I think we put a Montegasin even. I did not do that. But he came back in for his wound check and he brought his care link box with him. And it was a while ago. So they had the box. And he said, oh, you don't need to bring that back. It's really easy. You just plug it in next to your bed and it'll just talk. And he said, well, here's the thing. I'm staying in a homeless shelter right now. So I could ask them for a bunk next to a plug. But I'm pretty sure that somebody would steal it. And so I wanted to bring it back to make sure somebody else could use this because I can't really use it. And that really, I had never thought about that before in this very rarefied environment of providing electrophysiology care. And so that, so EP really spurred that shift in thinking and focus for me. And the reason that I do all this work outside of EP is so that I can bring it back to our patients because we all know that not everybody who would benefit from electrophysiology care can access electrophysiology care in the United States and around the world. So that's my off-roading path of innovation stemming from EP and I hope getting back to EP. I'm sorry. I know that was long. No, no. I mean, I think your career is just so interesting. So I'm glad that we can hear about this. I'm going to pick on Kristen down there. You know, we know that innovation can be hard and can take some time to kind of get what we want. Can you describe some of the barriers to innovation as an allied professional and how you navigated those challenges? Martha, I'm going to ask you the same question. Okay. So I think, you know, as a pharmacist, one of the biggest barriers is just that we can't bill. We are limited in a lot of those things. And I think speaking off of Heather's story, my approach has kind of been that of what is similar to the little that I know about the improv world of every time somebody puts something in your face, you say, but yes, and what else can we do? Yes, and, you know, and so in creating my clinic, I think the best example is we have 15 attendings at Duke. So we have a very large patient group and, you know, do drug loads and, and they need close followup. We all know that we know that they need to be seen, but we all know they don't need to be seen by the attending. And if they don't have a device, you could argue they don't need to be seen by even MPs or PAs because we have enough patients with devices. And so I presented my clinic in a scenario of even though I can't bill like MPs and PAs, if I can take those patients off of your schedules, then you are open for something else. And in the best case scenario, the attending is open for a new patient. And that can lead to a procedure in the lab and hey, I just paid for my presence in clinic for many months. So, you know, taking the challenge of, well, you know, Kristen, yeah, it would be great to have you in clinic, but you can't bill, but I could do it this way that it would help you. And so I think, you know, Heather is, is a great example of just constantly moving through her career that way and, and, and I've definitely followed it and, and watched her and tried to take that advice of just always thinking outside of the box. Great answer. One of our other veterans, everyone on the stage is a veteran, by the way, and an amazing professional. So. That's very kind. Thank you so much. Well, when I grow up, I want to be like Heather. You know, I think the biggest barrier that I have seen is just no AHP inclusion. I think that what I hear when we are all sharing is that we have just simply stepped up to the plate because there has been a need. Nobody had to say, put a framework in place, put a pathway in place, but you know, we just saw that need and how do we meet that? How do we do that? In order for us to get to a higher level of patient care that can be delivered, we just simply need to be included and be stakeholders at the table. I don't know about anyone else's reason for just going for a higher degree, but that probably was the impetus for me to get my DMP. It's not that I want to be a doctor, you know, I could care less. If I wanted to be a doctor, I would have gone to medical school, but a doctorate degree in any discipline, it's just so much work. I simply did it so that I could reach more patients in a more meaningful way. When I sit at the table with some people, even if they don't ask me to sit at the table, as soon as they say, oh, well, Dr. Farrar is here, for some reason that tips their head, you know? So when I sit there, I proudly say, hi, I'm a family nurse practitioner. And once you sit at the table and you give your feedback, the one guiding light that has always, always guided me, and it's my lighthouse, is patient care. Because there's a big difference between me speaking to you all about patient care and me sitting with my 80-year-old African-American grandma who took the bus to come and get the pacemaker check that was a regular check, and she came late, and she was late. And you know how it is, you have 20 patients waiting for you, and basically, she comes in and she apologizes to me for being late. And I said, well, you are a little late, but that's okay. I said, you know, I'm not turning you away, I'll check your pacemaker. And she said, you know, the bus was late, I was there on time, and yada, yada, yada. And you know what? All she was worried about is how upset she was going to make me for being late. Now, I cannot tell you how profoundly that changed, for me, the fact that we make such a great impact on patients. I cannot make that work unless I change workflows, unless I put frameworks in place, unless people at the table have me at the table and listen. I am not a wallflower, I'm not a shy person. I will tell you what my patient needs. So implementing integrations at White Plains Hospital has been beyond a labor of love for me. I've had to deal with IT people. You want to kill yourself? Talk to an IT person. So it has been more than a privilege. And I'm so grateful for the opportunities given. When opportunity knocks, simply open the door. Brynn, can I ask a question for some of my peers here? So based off what Heather said, one of the barriers that I see is lack of resources and funding. And then as allied professionals, limited authority and decision-making power. So how would you navigate those scenarios? Anyone can answer. Well, I would like to just mention that I like what Martha had said, there are many instances where we weren't asked or tasked with a certain project, but identifying those gaps. Because we do take care of the patient in so many aspects of their care, and we are involved. And so being able to identify what are we lacking, or even when we're at conferences like we are here, and we're able to network and say, what do you do for this type of patient? Or how do you make sure that they have appropriate follow-up? How do you get them to come in for an ICM? Being able to understand different processes and pathways and trying to improve the care pathway, I think, is a great way for allied professionals to really lead and drive innovation. And if I can add, I was just listening to, or I'm in the middle of it, a great book by Kim Scott, who wrote Radical Candor. And it's her newer book, but she was talking about being an upstander. And that's one of the things that, so I teach a class in health equity and social justice. And one of the things that we talk about is sort of when you walk through the world with privilege, which I'm going to say all of us do who are in this space, I think that we have a special responsibility to use that privilege to open those doors and create those spaces at tables for others. So that's something that I try to do. We were just talking earlier today that I said, in my clinical space, that's not my primary job. And I have a real luxury that I can say what I think and not worry about if they say, oh, you can't do that, or you could lose your job. And I promise. So I have that privilege. And so I use that privilege to look around and observe my colleagues in that space. And when I see something that could be better, I don't have anything to lose. So I can be an upstander on their behalf, right? And say, listen, this has got to be fixed. And let me tell you who you need at the table, that person, that person, and that person, because if you just have the administrators doing this, it's not going to work out. And the same thing, I think, when we find ourselves as allied professionals, as non-physician providers, in the contemporary landscape of healthcare practice, I think that finding that upstander to be a partner. I have been very privileged throughout my career to have physician partners who are upstanders in that way and who use their privilege in the context of the system to make sure that I or whoever the right person is at the table. And I think that by modeling and talking about that upstander culture, that's a really important component to getting the right folks in the conversation. That's absolutely right. That's a great segue into my next question, which I'm actually going to throw back to you, Deepthi. We share our clinical practice with many different types of people. Can you describe a person or persons who have helped guide you in innovation development? And how did you identify those mentors within innovation that really, I mean, just like Heather was saying, that help you upstand and help you kind of get where you need to go? I know that Martha just shared one story, but I think there's probably other stories out there. Great question. To piggyback of what Heather was saying, I think our AP physician colleagues are, if you're in the clinical scenario, are probably your easiest accessible mentors. I would say our peers, like at the conference we're attending, joining committees within Heart Rhythm Society. And then your clinical practice, your colleagues. Not just your clinical colleagues, but extending it to administrators, nursing staff, really everybody that's involved in patient care. I think industry reps for me, if I may add. Industry reps have been those people that have borne the brunt of my frustrations. But I'm always so happy to make them understand that they're part of my team. And they have come to me and, did you want to learn this? Did you want to learn that? So they have sponsored a lot of the things that I want to do for our staff. Getting them dinner so that they can explain the new technology. Having them be important that you need to get in contact with my supervisor so that they can do the lunch and learn things. Just harnessing them so that they can then say, well, you know what? She's interested. She wants to know about this. This is how loop recorders, I learned how to implant loop recorders. It wasn't from turning away any of those people that are part of my team. I truly consider industry reps my team members. And so they show the interest. And so then I'm receptive. It doesn't mean that it's, you know, peaches and cream. Because when I'm frustrated with whatever remote monitoring company that data is not coming in or is wrong or how can they call this AFib, it's clearly not, yada, yada, yada. That perspective that I give them, I've learned through lots of experiences, I learned to always emphasize the positive in this whole fiasco of negativity that I'm experiencing in this moment. So it's always been, listen, I really, really appreciate what you said to me. How about you always have to make someone, which I truly have learned this in the, I've known it, but I really live it and walk it. You, irrespective of what your position is, are just so truly important to my team because I want to move patient care forward. And so I can't do that by myself. I think that's an excellent point. And what really came to mind as we were all talking about our experiences is we've all done things, right? We've all created things. We've been innovating, but we're not doing it alone. We are, we have been parts of teams our entire careers. And so we really grasp that concept and look for others. And we all have champions, right? Everybody here has a champion, whether it be a physician champion, whether it be your spouse, whether it be a member of your team or just your kids, right? Everybody who can be a cheerleader for you and champion you for some way, lifts you up, is an upstander for you. And then you're able to push on and move forward with those things and those ideas that you have. If I could add one more set of mentors, my lead mentors that are sitting right here, Julie Shea and Eileen Farrin. Yeah. I mean, I think there's, we have a lot of things out there that I think especially bring all of us together, the allied professionals. We have a very strong community and I think sense of community with seeing each other year after year. And you, you forge these friendships of people that live across the country, you know? And I think that that's important for us to continue to use each other to bounce ideas off of. To Martha's point, you know, we do partner with our industry partners, Kristen, probably with pharmaceuticals. So can you two of you just share a little bit about how you forge these partnerships and make these bridges so we can, Martha, you know, shared the story about the sub Q screening, but how else can we bring in other people to help us move the practice forward? Yeah. I mean, I, I would argue even that as a pharmacist, I have a role with the industry. I've worked with our Watchman rep to do dinners, to engage our PharmDs about the device and when it's appropriate, because, you know, they are looking at a lot of patients that may not be candidates for anticoagulation. And so they should know about these left atrial occlusion devices. And, you know, that we, we organized that education session and I got so much feedback from the pharmacist to say, I had no idea that this was something that, you know, we, we had in our arsenal. And so, you know, I think even examples with industry are, are throughout all of the different professions and then, you know, pharmaceuticals, I think just for better or worse, I become the gateway so that they can just push all the reps towards me and, and not have to spend the time with them. But I think that it still is valuable to have them come in and talk and share and discuss their programs. I think, you know, a lot of what I spend a lot of time with is talking about access. How do we get these assistance cards? How, you know, are you opening any new programs that are going to be more applicable to all different types of insurances? You know, those types of things, speaking about those needs that all of our patient populations undoubtedly have. Excellent. That's what I was saying. Like, you know, they got pushed to you because you're like the easier person for access. And in my younger years, a very long, long time ago, I would not pay attention to that. It would be like, Oh, you're, you know, you're bothering me, like, I'm busy. I have 20 patients, 15 patients. But now as I've gotten older, and maybe perhaps a little wiser, I listen now I have deep respect for the fact that this person is just trying to teach me something about his job. That is how I've, in response to your question, how I have engaged by other, you know, other people, by being open to just listen, you know, I volunteer. And I know it's not something that you have time for, but that is just how it works. I volunteer, I share my ideas, I speak up, I've learned to speak up in a more positive manner, when the workload is just so much. And I try to remain relevant to what is happening. Like, I'm not going to go on with the, you know, bitching session about how how can we have, how are we here and we haven't fixed, you know, care link or, you know, biomonitors or except everyone's doing the best that they can, but you want to know what's good for patients, because you're in the patient care space. How about this? So you share that idea, you volunteer to do things, you always answer opportunity, always. One thing I'd like to add to your comment, Martha, about you looking at our vendors or industry as our team members, well, I think they also see us as part of the team. And they, you know, having participated in advisory boards, and they really want to hear what we have to say and what we think our patients would benefit from, whether it's improved algorithms, technology, remote monitoring, you know, how is, you know, seeing the patient as the center of care, then how can we work as a team to really make sure that we're doing the best that we can? Yeah, all, I mean, just such wonderful answers. I think, you know, many, all of us on this stage have been in this field for a while, and there may be some newer allied professionals at Heart Rhythm out there. How would you guide someone to run with their idea? So what would be the first steps if you have an idea to get something moving forward? And I know we've all done this, and we shared the barriers, but how do you get it rolling? What's the first step? And I will, how about Lauren? Sure, sure. So I think identifying the issue, you know, understanding what the gap is, that's probably the first thing. And I keep a list on my phone of, you know, ways or even with networking here and discussing with other colleagues, what are they doing that's better than what we're doing at my institute? And then understanding a little bit of, you know, doing your own research. So, okay, this is your gap. So how can we work to improve it? What is their data out that will support that? And then what kind of backing do you need? So it's so important to find some champion. So whether that is a physician colleague, an allied colleague, a vendor colleague, someone who is there, you know, as your cheerleader on the side to help sort of bring it home and, you know, help you write up a report and bring it to those necessary people so that you have all the information, the data to help make it successful. Great. Lisa, can you share your work with remote monitoring, you know, kind of efficiencies and streamlining things and how you kind of got started and came out with an end product? I think one of the things to keep in mind is that don't be somebody who just identifies problems. Exactly. Right. You need solutions, right? You can come to the table with a problem, but please also have solutions. And I think that is something I have learned over my career. And it's what has led me to success, right? So I know I can go and talk to the physician about how I'm annoyed by the product. But if I don't say, I think we could make it better if we do things like this. And so that was how we came about the remote monitoring. The idea was basically, we have this mess and we need you to clean it up. And I was like, OK, let me figure out what the problems are. And also, I was new to pediatric EP at this point, having never done it. So I was navigating both a new field and managing devices I had never managed before and learning all of this and trying to figure out the efficiency pathways to make it easier. And for me, really, because it was my job. And so I think that was it. Identifying problems. How could it be better? And because I knew some systems and I had worked with the EPIC before and created things in this in previous positions as to how to make documentation easier. And I had billed in a previous position as well for the surgical stuff that I did. So I knew how to bill and I knew how to tie orders together. And I just kind of knew some of the basics. I had multiple physician champions there, two of my attendings. One who said, we need this done. And the other one who said, I know some IT people and I'll hook you up. And so through all of those conversations, we were able to successfully deliver the product of having an actual way for remote monitoring to be efficient. I think the thing that I would add just to all of the examples is something that I know I personally could do better and that we all could do better is sharing with each other all of the things that we do. If you have a successful model, you know, physicians, I think, get a lot of that in their training of, you know, publishing their work and things like that. And we as allied professionals need to be better. We are really changing a lot of practices, you know, daily efficiency. But unless you're sharing it with other practices, you know, you're only doing good at your site, which is important. But how great would it be if we shared more with each other? Yeah, that's excellent. Excellent point. And I think that all of us have the capability, you know, to publish these studies out there. And they're pretty simple. You've already done all the work, right? So it's just coming up with the results. And I think I learned a lot by, you know, I don't even work in pediatrics, but I found Lauren's study brilliant on same day discharge. And how can I take that back to my own practice? So I think you're absolutely right that we do need to come to the table with solutions and then follow our outcomes and make sure that we're sharing those outcomes. Because we do learn from each other. And I think we all are kind of out there looking at each other's research to make sure that we're, you know, staying on top of things. And even just reading something can spin another idea. Oh, well, that, we can try this, you know? So I think we have such a great community of allied professionals, especially as part of Heart Rhythm, that, you know, we really can band together to do that. We just have a we're the transitional AHPs. That's right. Right? Because we come from doing things the old way. Like we don't see patients in the office every three months anymore. Right? Annually, if we can. And that's new. Telehealth, all those things are new for us. That is so new. So in the next generation, you know, those of you who are young out there in this space now, you will be the ones taking care of me when I get my defibrillator. So there have to be pathways that are better. Being the transitional stage, and that's how I think of myself, I'm way older than any of you on this. I've been a nurse probably longer than some of you are alive, which is great, because it just brings me to, I want to be the flashlight that lights the way for the next generation. So you don't fall into this pit, which is where I fell when I was walking this path. You can get ideas as to how we avoided that, or how we came up with a solution. So I think that we do have a responsibility to our AHPs, our sisterhood, our brethren out there, to just light the way. Right. Yeah, I agree. You know, we have a few minutes left, and we will continue this conversation, by the way, with some other team members at the roundtable. So we'll move over there shortly and kind of continue this conversation. But I just wanted to get everyone's just kind of very quick, short one-liner on what do you see as the future of heart rhythm care? And we'll start with Kristen and move this way. I don't know that I have an answer. You know, I think the team is what's going to make us successful. We've spent all this time the past few days talking about the overwhelming amount of data that we have, and the only way we're going to be able to do it is with the team. That's the only way to tackle it. Great. Deepthi? I would say continued education and training. So conferences such as this, it's just, it's so different. But it's, we're able to take what we learn here and apply it to our individualized practices, whatever that may be. So I actually did think about this question a whole lot. Good, love it. I have very short answers. Okay, perfect. For me is the future of cardiac care, patient care is hashtag inclusion. AAPs need to be at the table. We are stakeholders at this table. Absolutely. Recognition. You know, I'd rather be at the park with my husband walking the dog. Instead, I'm volunteering on how to do a better workflow for work. That's volunteering my time, my life, and I'm okay with that. So you have to, we have to do that. So I don't want money for it, but I do want to be recognized. Hashtag teamwork. I agree with Kirsten 100%. This is a team sport. This is just all of us. And the last one, and I'm not being obsequious, those of you who know me know that I am not an obsequious person. You want to know, I will tell you, but you better want to know. I say hashtag HRX 2025. Alrighty. Lisa. I would say continued experiential learning. So we are here, we are absorbing, we are gathering new information. It's our jobs now to take it back to our practices, to implement it, to reflect on how it's working, and to continue to improve. I, my desired future for heart rhythm care is yes, teamwork, and that we remember and reframe that the patient is actually the center of the team and is the captain of the team. And the care delivery is wherever the patient is. They would rather be out walking the dog too. And so I think that's the future is we're going to get away from providers being the center and to patients being the center and no more of this come into the office thing. We're going to take care of where you are. Yeah. And Lauren, we'll let you close down the show. We'll keep, we'll keep talking around the corner here. So. Yeah. And I'll echo a little bit of Heather's comments, but generally I would say using technology and innovation to help improve patient care and even reduce some burden on healthcare providers, keeping that in mind, but always remembering that the patient is the focus and that technology innovation never takes the place of a patient provider relationship, a personal visit. And so never losing sight of that. That's great. Well, I can't thank you enough for the audience and my wonderful panelists over here for being part of our allied professional driver of innovation. And we will continue the conversation, I think around table one. So we'll be walking that way. So please come join us with some more team members too. Thank you guys.

healthcare innovation

electrophysiology

remote monitoring

telehealth

patient care pathways

clinical teamwork

technological advancements

heart rhythm care