Well, welcome, everyone, for being troopers and coming to this last session of the day. I'm Jill Schaefer, nurse practitioner at Penn Medicine at Lancaster General Health, and I'm delighted to continue the conversation regarding transitioning from a clinical role to an industry role, and we have several of the panel that was on the stage earlier, welcome guests, and we're hoping that we can have some, continue the conversation. So just in case, for the recording, for those who are listening, I'll ask if people can reintroduce themselves and your role, we'll go around the table, and we'll go from there. So my name is Rebecca Yapajian, I am an EP nurse practitioner. I currently work for Cardiac RMS as the associate manager of CID operations, and I am very passionate about remote monitoring in particular, but I did make the jump from clinic to industry. I worked at Duke University and Lifespan Health as well for, as an EP nurse practitioner. My name is Amber Seiler, I'm a nurse practitioner as well from Greensboro, North Carolina, and now co-own and operate as COO of CV Remote Solutions. Hi, my name is Robin Lahey, I am the vice president of clinical affairs with Pacemate, which is a remote monitoring company. Prior to that, I held many different clinical and leadership roles in the acute and ambulatory care settings. Hi, my name is Deb Halligan, I'm the chief customer officer for Nudge Health. Prior to that, I was the chief clinical officer and built out our clinical offerings, and prior to that, Geneva Health Solutions, a nurse of 30 years, and I'm very excited and honored to be here. Wonderful, and for those of you that are listening in and on the outskirts, if you'd like to join us at the table, welcome. If you want to, you know, sit back and relax, that's okay too. I see the thumbs up, there you go, Tristan. So, to continue the conversations, one of the things that I thought of as we were talking about the pros, the benefits, the changes in work-life balance, the working from home, and how you had to rethink your roles, I wondered what you would say if I had to do it all over again, I learned this and I would have done this sooner. What advice would you give folks, what would you do differently to transition to this role? Anyone can jump in. I'll take a stab at it. So, I had contemplated making a move from clinical care and even clinical leadership to industry for many, many years, and it got to the point where I had been where I was for so long and was so comfortable, at that point, I just didn't feel I was brave enough to make it. I was offering value, but, you know, there was a lot. They called them, you know, and especially when you're approaching a time in your life where you might be thinking about scaling back or retiring, you know, I kind of had the golden handcuffs, I had, you know, six weeks vacation and I was up at the top of the range of the salary, you know, so it's hard to make that leap. And as I, you know, noted earlier, you know, the change came upon me, I didn't make the change, and so when I was placed in a position where I would need to look for something else, it was just the right time to try what I had always wanted to do. Kind of the universe talking, right? Anybody else? I didn't have, I wouldn't say I would do it differently. Again, it kind of, it came organically. I was not looking for another job. I was actually very happy with what I was doing. But when this opportunity came about, I was like, well, why not? You know, let's give it a whirl because I can always go back to nursing. So that's, I'm just very happy. It just all unfolded the way it was supposed to for me. I think that that's a great point. So Robin and I have kind of, we have similar stories in that we both involuntarily found ourselves going to industry. But at the same time, I think things happen the way they do and the way they're supposed to. You know, people say things happen for a reason. I think they happen the way they're supposed to. And so I don't know that I would do anything all that differently, except I had excluded industry in my brain. I just never saw myself. I just, I had this thought that I went to grad school and I got my NP and I didn't want to quote unquote waste it. And that was one of the points I made earlier is that an education is never wasted. And so I think that I would change that mindset of, of not looking at it as though I was wasting the education I got, just looking at it more as that helped get me to now where I am and helped make it so that I can do what I'm doing now. I've heard that before. You're not the only person that has said that. I spent so much time as an NP, like, and I worked so hard to get here. Why would I, you know, a reluctance to give that up, but you're really just transitioning to something else. So what are you all the most proud of? So far in your industry careers, what if you had to say one shining moment, the thing that you're most proud of, what would you describe? I don't know why you're looking at me, Jill, but I'll take it. I think for, for, for me, and I think it'll resonate with Deb as well is the ability to build something where people who are tired and looking for different opportunities in life have a really good place to land. When I think about the folks that are on our team that we have the opportunity to take care of in really special ways, that's what I'm really proud of because we left corporate health care world, which was difficult and challenging and not nimble and to have the opportunity to create a space where people feel appreciated and valued and cared for. Yes, we take care of patients and all those things, but I think for me, it's taking care of our people that I'm really, really proud of. I have a couple of things to say. The first was in 2020 when COVID hit, I was really struggling. I'm like, I need to go back to the bedside. I need to be there. I need to be on the front lines and I need to help. And it was my CEO that said, but we need you here because you're helping 90,000 people in your role. And that I never looked at it that way. The fact that our reach, the patients that we're able to reach, the clinicians that we're able to help and all the new leaders I got to mentor and looking around this room today, seeing that they're all part of different companies with all of you. That brings me joy. Women lifting women up and helping each other out, becoming leaders in the space. Isn't it ironic that the pandemic shifted so much to the remote world and whatnot. So in retrospect, you were setting the future workflows before they were absolutely needed. And kudos to you for that. Thank you. Yeah. When we were like, we're already remote, we're good. Now I'll go back to my, again, my education. I don't know. Maybe it's a rant at this point because I keep harping on it. But the fact that I found a way, for me, I'm very proud of the fact that I found a way to utilize my original, my first bachelor's degree, which was in software engineering. It was in computer science and found a way to incorporate that with my clinical practice, my nursing background, and utilize that to make future advancements and really what the future is of, especially of EP care, but of cardiac care. I'm really proud of that, of being able to, again, an education's never wasted. And I found a way to utilize all the degrees that I collected. That's fabulous. And just not to be left out, because I am proud, I don't want anyone to think that I'm not, but I joined PaceMeet when it was still a startup. And over the nearly last four years, it has really grown into a small company, now recently a larger company. But I think my experience as a nurse, as a device clinician and a leader in the CRM world, in the hospital, and then also professionally, that I have been able to connect with our customers and help to understand the problems and translate them in my company and develop new workflows and ways to address those problems through technology and workflow. In the earlier session, there was a question about salary, and you all answered that. And I guess I wanted to dive into that a little bit more about, did you find yourself in a position that you needed to negotiate for yourself? Or was it, here's what it is, and that's it? Or how did you discuss with your company, or as you were building your own company, what value would you bring? How did you navigate that when you were reaching out? I did a lot of research. So being a bedside nurse or a clinician in the clinic, you don't get to negotiate that stuff. It's steps, right? Like, okay, you've been a nurse this year, this is how much you're going to make. So I did a lot of research on what the market value is. And again, starting with the startup, you're not going to make that. But I had the faith in my CEO, I said, listen, when we're profitable, that's where I want to be. And he honored that. So I knew that I was going to get that if we were successful. There was a negotiation on your part to say, I recognize as we're building, but when we when it might have even been a question of if we get profitable, right, because there is that risk reward type thing, and you negotiated that up front. Negotiations are a really critical part of when you make that move from an institutional setting to industry, and industry, you know, it's, there's lots of different types of industry, but there is, there's a power of negotiation, knowing what you're worth, and what you believe to be what you're worth. There may be situations where you could negotiate even a higher salary than what you were making, depending upon what you bring to that company. There's other things to consider just besides straight up, you know, financial compensation, things like discussing equity in the company, vacation and other benefits. And you know, sometimes, you know, and then of course, you know, the remote work is, is an added bonus. So all those things need to be considered. And I've been with, I've been with two remote monitoring companies. And so I and I've negotiated at both. The first time I was moved into more of an engineering, clinical engineering role, and I basically had to say, you want to utilize all three of my degrees, my, my, my two bachelor's, my, you know, software engineering and nursing, and then my master's degree. That costs some money that that does, it's not that doesn't come for free. So so like Robin said, you've got to know your worth, you've got to know that you bring something to the table. But then the other the other discussion we had was, here's your starting salary. And I said, Okay, I want this instead, we met, probably in the middle. But then I also said, I want to show you what I can do. And we're going to have a six month salary review. So that's another thing to consider. You don't have to say, I'm going to accept this, and then I'm only going to get a yearly raise, because that's what we're taught when we're in the clinical world, right? And, and you there's no discussion, it's your maybe two and a half percent, whatever the hospital's given these days, it's nothing, you know, it's, it's, or if you climb a clinical ladder, you get this, but that, you know, there's no negotiation. And so it is a skill. And it's not something that as, as, as nurses or nurse practitioners that we necessarily were taught. And so it was something, actually, that my husband had to push me toward, because he's an engineer, and he's worked in this world for four years in the remote monitoring world. And he was the one that was really like, especially gave me the idea of the salary review. So let's, let's, let me show you what value I add, and then let's have another conversation in six months. And we can talk about the accomplishments. So that, that's right, Rebecca, Rebecca. And then just to add on to that, you have, you know, we're advocates as, as clinicians, allied professionals, nurses, and so on. We just need to learn how to advocate for ourselves in this setting. And, you know, and then just kind of thrown in the other thing is bonus programs, merit-based bonus programs, or goal-based can add on to that too if that's something that can be considered when you're looking to join industry. I want to switch gears a little bit and not to put you on the spot, Amber, but you're in a different world because you started a company. So can you give us the high level, how you did that? Like how you, did you get funding? Did you go to venture capitalists? Can you give us the high level journey of how you did that? Yeah, for sure. So we did not get funding, so we bootstrapped CV Remote and are very proud today that we don't have funding. I think funding provides a lot of opportunities and a lot of pressure at the same time. And the ability to still control our own destiny and decide what we're going to do and when is pretty powerful. And so right now we're really happy with where we are. But it was a leap. And as I mentioned earlier, we did this on the side. I was still working full-time as a nurse practitioner. My business partner was still working full-time as an EP. And as the company grew, it dictated more and more time, which dictated our timelines. I think your first question of anything in retrospect, you would have done differently. I probably would have gone sooner, but it was scary. And as you build relationships with HeartRhythm and with your peers, going to industry is sometimes a negative connotation. And I think that we've worked really hard to overcome that. There are so many clinicians today that are doing really good work in industry, but we're still nurses. You know, like we're still here to take care of patients. And so it's not like we all turn into sleazy sales reps. But as we grew our, you know, and then we also learned a lot of lessons in growing teams and leadership skills and all of the things that I wasn't necessarily good at. But as you grow this team and talk to people and learn things, it was a journey. So I don't know if that completely answered the question, but that's kind of how we've gone. I think that's great. Do you have, like is there, your staff, are they staffed? Are they owners of the company? How have you directed that? Good question. So we started with mostly contract workers because we were small and that's what made sense to us. And I am not HR and I did not want to do taxes in a million states. And so as we've grown, we've transitioned to mostly employed team members. We have almost a hundred team members now and we have software support that helps us with our HR functions and those types of things. Right now, we don't have an equity program because we're still growing and trying to figure that out and what does that look like? And we'll see, you know, we work really hard to pay people incredibly well and treat them really well. And right now that's working out pretty good for us. And as needs change, we'll change, you know, and that's the beauty of being able to make the decision is being able to pivot when you need to. That's great. That's great. I know our panel was incredibly device heavy. What is, I wondered, do any of you, can any of you speak to other peers that you may have that are still in the EP space but not specifically device heavy? Like I'm thinking AFib programs. I know you do lifestyle, but is anybody aware of anything outside of the remote monitoring space? So the company I work for, Cardiac RMS, they actually also offer a virtual care management setup. And so they do some home monitoring of blood pressures, weights, you know, things like that to help take care more of the heart failure side of patients without devices, right. So we do offer a virtual care management side as well. It's not our largest part. Obviously devices are our largest part of the company, but we do offer that. And it's something that we are growing. So, you know, I do see people in that space and I see that space growing because ultimately I think we're all trying to get to meeting patients where they are, care at home, hospital at home kind of setups rather than people always having to come to a clinic to be cared for. Yeah, I know quite a few clinicians, nurses and others who have gone into industry in the valve space, the data space, heart failure space, working with industry to develop technologies, workflows, things like that, and working with the data. You know, so there's a big push right now, you know, is to get access to data, to help clinics, hospitals, take care of patients and improve outcomes through population health level interventions. So the data is really important if you can get your hands on the data. And sometimes they need nurses to tell them what's important and what's the important and where to get it from. Interesting. That's a beautiful segue into the last question I had, which was the, we heard a lot at the meeting about AI and where do you see, I mean, this won't happen in my lifetime, but I guess it's theoretically possible that AI takes over all the remote monitoring and we don't need people to evaluate the tracings, we just trust what the machine tells us. Now, I don't know, but is there, like, where do you see AI in the next five years changing your business, your role or pivoting to another set of issues to deal with? I can, I see it in risk stratification. So, you know, really looking at the population and having AI help with that risk stratification of the population to help our customers on how to care for their patients. Anything further, like machine learning, I think is great, but taking the place of humans, like human engagement is still, it is a cornerstone of what we do as nurses. And we keep moving further and further away from that. If you sit down in your doctor's office, does your doctor look at you or do they look at the computer, right? So in ways we're maybe helping with documentation, taking away your 10 minute appointment and then 20 minutes of documenting, like being able to use it in a way so that you get to have more time with your patients. That's how I'd like to see it, not as a replacement. I agree. I mean, we are moving towards AI in the EP space and, you know, some are further along than others, but one thing is constant is that there still remains a high level of distrust in the validity and dependability of the data. We're not there yet where people can trust it. I mean, you all remember when automatic threshold testing came out, right? I mean, everybody checked their thresholds anyway, right? So I mean, can you just imagine with AI, but to Deb's point, prediction modeling, as well as things, predictive modeling is what I meant to say, and being able to prioritize care because the demand is great, access is poor, so who do we need to focus on? Where do we need to focus? And I think AI is gonna help us with that. Instead of delivering the same care to everyone that people may not need, let's focus on the people that need care and let's only deliver the care that's needed and let people live their lives. That's a great point. I mean, can you imagine the world where, you know, we get alerts that someone had ATP and the reaction is, okay, good, the device worked, but what if we had the alert to say, and this person has 100% chance that they're gonna VF in the next 24 hours? You know, what does that look like? What does that space look like? That's fascinating. Or either the, you know, interoperability with other implantable and wearable devices can also tell you, well, it's, you know, ischemic disease is worsening and now he's requiring ATP, you know, so maybe it's not really the genesis of an EP problem, maybe there's something else going on. So, you know, depending upon all these things to come together to point you in the direction, not necessarily to make the decision on what to do, somebody still has to intervene and somebody still needs to make a decision on whether or not it's the appropriate thing to do for that particular patient. I'm not sure AI can figure that out yet. So there was a session, I believe it was yesterday, and Dr. Sam Sears was on that session and he went on his rant about. Another North Carolina ingestion. There's something about North Carolina, but he went on his rant about caring for people and there are people that, people still want a personal touch. AI is going to help us. In the next five years, it's gonna help us. I think it's gonna help all of our businesses. It's not going to replace our businesses. It's going to actually improve the services we offer. That's how I see it, but beyond that, we still have patients who are not going to be able to participate in remote monitoring. They're just not gonna have that access. Access to care is going to be a problem. Unfortunately, I don't see an end to it. And so we're still gonna have clinics that are gonna be seeing patients. So we're still gonna be needed to help make sure that there are clinic spaces for those patients to be seen. And so I think, like I said, in the next five years, I see AI helping us better improve the data we send to the clinicians and helping us make more space for the patients that really do need to be seen that can't participate in some of the digital health solutions that we have right now. Amber did a abstract where she sent out surveys to discuss whether people were using remote monitoring according to the guidelines. And to summarize briefly, found that, you know, people are still bringing them in, even sometimes every six months. And I don't know that we know the whys of that, but more to come is what you promised us in an upcoming paper. But I think that does speak to, you know, is it because we don't trust it or people want the human touch or is it something else, you know, that's going on? And, you know, there is a lot of interest in health equity and disadvantaged folks, or, you know, there's still so many device reps that are the clinic. I mean, like it's a cardiologist and a device rep. So, you know, can anybody speak to where your company's going to kind of help that access or is it still a problem that we haven't solved yet? Well, like I said, I think as our remote reading improves and we weed out more noise and we weed out more inactionable alerts or unactionable alerts or unbillable reports, things like that, I think that we lessen the burden that we're putting on clinics still because we're helping, but we are still sending data that's not actionable. And so I think that we're going to, again, we're going to continue to open up space in the clinics for those patients who need to be seen and don't have any other way to access. You know, there was a panel talking about unhoused, somebody talked about an unhoused patient and I've had the same scenario where I had a patient who did not, he was in a shelter and he received an ILR and a monitor that looked like a cell phone and that got stolen very quickly. And so we haven't fixed, until we fix that problem, the unhoused problem, I don't think that we're ever going to fully be able to eliminate everything. But I think we can help, our companies can help, we can use AI to help free up our clinicians to see those patients who just don't have any other solutions. I think that, you know, there's large parts of this country right now that, you know, there's a huge digital divide. People don't have telephone lines, let alone internet access. I mean, we won't even get into clean water and food deserts and all that, but, you know, to expect people that live in these underserved areas to even be able to get an implanted device and then keep up on their appointments, whether they're remote or not. I think sometimes, you know, we forget that there are a lot of people out there, not just the unhoused, but, you know, the poor, the uneducated, and so on, that that's where, you know, there needs to be some sort of focus. Right now, I can't say that, you know, any of the companies are really doing anything specific to address those populations. I would like to think that there's some sort of, you know, technical sort of solution to be able to at least stay connected to those patients remotely, that we can, you know, that maybe doesn't rely on internet, doesn't rely, you know, on a maintained phone line, or even in some cases, electricity, that can keep, you know, keep people connected, but today, no. Any questions from the audience that? I'm not sure where the question is showing up on my phone. Can you speak it? Yes, great. My question was, what skills do you wish you could have developed before going into the industry that would be useful in your current position? Anybody want to jump in? I have to say that I was in a leadership position where I was, so I took the time to learn about finances and budgets and spreadsheets and project management and all those things. But I think for people who were looking to get into industry, and again, there's lots of different kinds of roles in industry. It's not just sales reps in the field or research technicians or remote monitoring people. There's lots of other fields in product development and in QA and all those things. But depending upon what you like to do, you have to take time to learn about healthcare economics. You need to learn about how billing works and how payers pay for these services. You need to be able to develop and maintain a budget. You need to have the leadership skills because everyone's a leader in industry. You just don't do what you're told. You're leading your process and perhaps the people that work with you. So having those soft skills that go along with that are really important too. Anybody else want to add? I agree with everything that you said. I was just very blessed to have people who were there to guide me. And I'm the first one to say, I don't get this, this is not my wheelhouse. And they're like, but it's going to become your wheelhouse. And so having people that believe in you and people who are willing to mentor you. A lot of research on my own. And then just asking a lot of questions. I would imagine staying open to suggestions and shadowing and watching other team members. It's humbling. When you go from a place where you were the expert and to move into an unfamiliar territory, it's very humbling and you're going to make mistakes. And I think someone said the other day, you don't see all of my mistakes. 60% of what I do is a failure. And we don't, as humans, allow for that. But that's where we grow. That's how we become better. Because we realize, okay, that didn't work. Let's try it again. Let's try something different. I'm remembering the session where they had that quote here at this meeting. And I think that does bring up the point where that was part of the negotiation. That that speaker said, do I have permission to fail? Because to be innovative, to push the bar, to do things that haven't been done before, you can't expect to swing the home run right out of the gate. Right. And don't be afraid to ask for resources. If you're asked to do something that maybe... And it happened to me. I was asked to take on a project that nobody else in the company had the skill set to do. And I was the closest one to it. Although I really didn't have that experience. And so I asked for the resources. I asked for the education and the training and to connect with a mentor. And they were happy to provide it for me to take on that responsibility. And so understanding that, just don't give it a whirl. Do your research. Find out what or who your resources are. And don't be afraid to ask for them. So we think our audience would like to know, what were those... You say, many of you have said, I did my research. Was that a Google search? Did you go to the companies? Did you... Tell us what that research looked like as you were preparing. It was a lot of different things. It was Google. It was different societies. It was reaching out to other people who made the transition. It was reading books, especially when I moved over to Nudge, which was completely new to me. Just reading a lot on aging and lifestyle. And then finding the experts in those areas. You know, there's the ACLM, which is the American College of Lifestyle Medicine. So getting really in deep with them, just like I did with HRS when I was doing devices. So it's really, it's finding the right research. It's finding the right people so that you can put together what you need for your next role. A lot of my research, I think, was asking people who were already in industry, who had moved out of clinical and moved into industry. And I said earlier in the first session that it took an industry friend of mine to say, just try it and just go for it. Because you know what being an NP is like, but you don't know what this other role is like. So just give it a shot. But like Robin said, there were things that I maybe wish I had researched a little more. You know, understanding the billing. Because as an NP, especially at large facilities, you've got a whole department that takes care of all that stuff. You've got an EHR that manages those things. You just, you know, I'm told I'm... You're just clicking buttons. I'm clicking buttons all day. That's what I'm doing. And so, you know, I don't have to worry about those things. But then all of a sudden, you know, when I... Now I have staff who ask me, they say, oh, can we bill for this? Oh, was this appropriate for us to... And I have to know that answer. And I have to know the guidelines. And so I have to, you know, I had to look up CMS. I had to go to CMS and try to read those things. I mean, that's, you know, it's not easy if you don't do it all day already, if you don't already know about it. Especially, like I said, I was so reliant on some other department does that. That's not my job, right? That's not the thing I know. I know how to take care of patients. And so that was crucial is having to go. And a lot of my research was done after the fact, after I realized what I didn't know. Yeah, I think, I mean, when you're looking, when you're contemplating making that move to industry, you may know exactly what you want to do, you know, in which case, you know, if you want to be a sales rep and you want to sell pacemakers and defibrillators, well, you got four choices, right, on what you want to do. But if you know you want to make a shift but you're not really sure what you want to do, I would, you know, if you've taken the time to really build relationships over the years, talking to people that are in the field and learning, well, what's coming down the pike? What's new? Do you want to get in on something new or do you want to get something that's good and established? Like, what's, like, how's the industry going? Like, do you see anything that's, you know, like, if there's a technology that, you know, you're really interested and you want to work with, but people have heard, well, I don't know if they're going to get FDA approval. I've heard about this and that. You don't want to go there, right? Do you want to work with people? Do you want to work with patients? You know, do you want to manage people, right? Do you want to just manage process? All these sorts of things are super, super important to kind of understand yourself and what you want before you make that leap. That's great. I think I realized on the app, I am a substitute teacher because the moderator was Julie, so I think that's why I can't see questions at this point. So, if anyone else does have questions, feel free to come over to the mic. Here comes Tristan. Yay. Push to talk. Okay. So, for many, many clinicians, it's not a all at once shift to industry. It's a gradual shift. And so, for those clinicians out there that might be in the in between, do any of the speakers have experience with keeping a clinical practice along with making industry contributions and can speak to best practices, keeping balance, boundaries, and what was it that kind of made that choice for you to go all in? I'm calling out Amber on this one because she actually spoke to that earlier. I think there's a few ways to do it. So, I don't necessarily recommend starting a company and trying to work full time at the same time in retrospect, but there's a lot of us have also been involved with industry in other ways, so advisory boards, publications, all of these things. That's a really great way to tip your toe in. And so, if you're interested in industry, Beth, you know, started an allied professional advisory board. That's a really great way to get involved, to start to meet people, to see what's coming, to see if you like them, you know, like you don't like everybody. So, you got to make sure you can work with them. And so, for me, what forced the change was we were needing to hire an operations manager, and his wife asked him, why are you going there full time if the owner's not willing to go full time? And I said, well, there you go. And so, that was the push for me to say, well, we either believe in it or we don't, right? But I can't ask other people to believe in a company more than I believe in a company. And so, that was the push on top of being asked to do that one last CBL on a day when I did not feel well, and I was like, I'm done, I'm out, I quit. But I think there's ways to get into industry in really safe ways that exposes you to a lot of things without tying you down or necessarily keeping you from doing your clinical work. Yeah, like consulting work, user testing, speaking engagements, right? In addition to advisory boards, I mean, they're all great ways to test the waters to see if you like those types of activities. Honestly, they're a whole lot more fun than working for another company, right? I mean, it's like fun work, right? But it does expose you to lots of different roles within those larger companies, different ways of looking at your own practice. And it kind of contributes to making you an expert in the field. And I'll add on to that that research, like if you have an interest in research and you want to ask a question of your clinic, and it involves companies and reaching out, they're more than willing to help. And what I learned when I did that was they have a whole different set of, you know, those devices, just what I see, there's a whole other layer underneath that that they can actually do a deep dive and, you know, find things that are relevant. And that was really eye-opening for me about, again, using industry as partners to help answer clinical questions, you know, in a clinic setting. And it's a nice partnership. Thank you for that. Thank you all. That was great. Well, I want to thank our participants. We had, we were a little worried nobody would come, last session of the day. But I thank you for coming and chatting. And you're a great group. I applaud the women of this group that are leaders and paving the way for new paths, so thank you for that. And I know our listeners are really going to appreciate it.

clinical-to-industry transition

healthcare careers

negotiation skills

remote monitoring

AI in healthcare

health equity

patient care

strategic partnerships