How MSP StoredTech Brings Comprehensive Security Services to Diverse Clients Using Bitdefender

Transcript of a discussion on how security technology can make or break a managed service provider’s ability to scale and maintain top quality customer service.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Bitdefender. 

Dana Gardner: Welcome to the next edition of BriefingsDirect. I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator.

Gardner

For managed service providers (MSPs) seeking to grow rapidly while remaining efficient, their bedrock security technology can make or break their ability to scale and maintain top quality customer service.

By simultaneously slashing security-related trouble tickets and management costs by more than 75 percent, Stored Technology Solutions, or StoredTech, grew its business and quality of service at the same time.

Stay with us now as we learn how StoredTech adopted Bitdefender Cloud Security for Managed Service Providers to dramatically improve the security of their end users -- and develop enhanced customer loyalty.

Here to discuss the role of the latest Bitdefender security technology and making MSPs more like security services providers is Mark Shaw, President of StoredTech in Raleigh, North Carolina. Welcome, Mark.

Mark Shaw: Thanks for having me.

Gardner: Mark, what trends are driving the need for MSPs like yourself to provide security that enhances the customer experience?

Shaw

Shaw: A lot of things are different than they were back in the day. Attacks are very easy to implement. For a dollar, you can buy a malware kit on the Dark Web. Anyone with a desire to create havoc with malware, ransomware, or the like, can do it. It’s no longer a technical scenario, it’s simply a financial one.

At the same time, everyone is now a target. So back in the day, obviously, there were very needy targets. People would spend a lot of time, effort, and technical ability to hack large enterprises. But now, there is no business that’s too small.

If you have data and you don’t want to lose it, you’re a target. Of course, the worst part for us is that MSPs are now directly being targeted. So no matter what the size, if you are an MSP, they want access to your clients.

China has entire groups dedicated to hacking only MSPs. So the world landscape has dramatically shifted.

Gardner: And, of course, the end user doesn’t know where the pain point is. They simply want all security all the time -- and they want to point the finger at you as the MSP if things aren’t right.

Shaw: Oh, absolutely right; that’s what we get paid to do.

Gardner: So what were your pain points? What from past security providers and vendors created the pain that made you seek a higher level of capability?

Just-right layers of security prevent pain 

Shaw: We see a lot of pain points when it comes to too many layers. We talk about security being a layering process, which is fantastic. You want the Internet provider to be doing their part. You want the firewall to do its part.

When it comes to security, a lot of the time we see way too many security applications from different vendors running on a machine. That really decimates the performance. End users really don’t care; they do care about security -- but they aren’t going to sacrifice performance.

A lot of the time we see way too many security applications from different vendors running on a machine. That really decimates the performance. End users really don't care; they do care about security -- but they are not going to sacrifice performance.

We also see firms that spend all their time meeting all the industry and government regulations, and they are still completely exposed. What we tell people is, just because you check a box in security, that doesn’t mean you are in compliance. It doesn’t mean that you are secure.

For small business owners, we see all these pain points in how they handle their compliance and security needs. And, of course, in our world, we are seeing a lot of pain points because insurance for cybersecurity is becoming more prevalent and paying out through cryptovirus and ransomware attacks. That insurance is becoming more prevalent. And so we are seeing a chicken-and-egg thing, with a recent escalation in malware and ransom attacks [because of those payments].

Gardner: Tell us about StoredTech. What’s your MSP about?

The one throat to choke 

Shaw: We are both an MSP and a master MSP. We refer to ourselves as the “one throat to choke.” Our job is to provide solutions that have depth of scale. For us, it’s all about being able to scale.

We provide the core managed services that most MSPs provide, but we also provide telco services. We help people select and provide Internet services, and we spend a lot of time working with cameras and access control, which require an entirely different level of security and licensing.

If it’s technology-related, we don’t want customers pointing fingers and saying, “Well, that’s the telephone guys’ problem,” or, “That’s the guy with the cameras and the access control, that’s not us.”

We remove all of that finger-pointing. Our job is to delight our customers by finding ways to say, “Yes,” and to solve all of their technology needs.

Gardner: You have been in business for about 10 years. Do you focus on any particular verticals, size of company, or specialize?

Shaw: We really don’t, unlike the trends in the industry today. We are a product of our scars. When I worked for corporate America, we didn’t know we were getting laid off until we read it in the newspaper. So, I don’t want to have any one client. I don’t want to have anybody surprising us.

We have the perfect bell-curve distribution. We have clients who are literally one guy with a PC in his basement running an accounting firm, all the way up to global clients with 30,000 endpoints and employees.

We have diverse geographies as well as technical verticals among our clients -- everything from healthcare to manufacturing, retail, other technology companies; you name it. We resell them as well. For us, we are not siloed. We run the gamut. Everybody needs technology.

Gardner: True. So, one throat to choke is your value, and you are able to extend that and scale up to 30,000 employees or scale down to a single seat. You must have been very choosy about improving your security posture. Tell us about your security journey.

Shaw: Our history goes way back. We started with the old GFI LanGuard for Macs product, which was a remote monitoring and management (RMM) that tied to VIPRE. SolarWinds acquired that product and we got our first taste of the Bitdefender engine. We loved what Bitdefender did. When Kaseya was courting us to work with them, we told them, “Guys, we need to bring Bitdefender with us.”

At that point in time, we had no idea that Bitdefender also had an entire GravityZone platform with an MSP focus. So when we were able to get onto the Bitdefender GravityZone platform, it was just amazing for us.

We loved what Bitdefender did. When we were able to get the Bitdefender GravityZone platform with an MSP focus, it was just amazing for us. We actually use Bitdefender as a sales tool against other MSPs.

We actually used Bitdefender as a sales tool against other MSPs and their security platforms by saying, “Hey, listen. If we come in, we are going to put in a single agent that’s the security software, right? Your antivirus, your content filtering, your malware detection and prevention – and it’s going to be lighter and faster. We are going to speed up your computers by putting this software on.”

We went from VIPRE software to the Bitdefender engine, which really wasn’t the full Bitdefender, to then the full Bitdefender GravityZone when we finally moved with the Kaseya product. Bitdefender lit up our world. We were able to do deployments faster and quicker. We really just started to scale at that point.

Gardner: And just as you want to be one throat to choke to your customers, I am pretty sure that Bitdefender wants to be one throat to choke for you. How does Bitdefender help you protect yourselves as an MSP?

A single-point solution that’s scalable 

Shaw: For us, it’s really about being able to scale quickly and easily. It’s the ability to have customizable solutions whether we are deploying it on a Mac, SQL Server, or in a Microsoft Azure instance in the cloud, we need scalability. But at the same time, we need customizing, the ability to change and modify exactly what we want out there.

The Bitdefender platform gives us the capability to either ramp up or scale down the solution based on which applications are running and what the end user expects. It’s the best of both worlds. We have this 800-pound gorilla, one single point of security, and at the same time we can get so granular with it that we can solve almost any client’s needs without having to retool and without layering on multiple products.

In the past, we used to use other antivirus products, layered them on with the content filtering products. We just had layer after layer after layer, which for our engineers meant if you wanted to see what was wrong, you had to log into one of the four consoles. Today, it’s log-in to this one console and you can see the status of everything.

By making it simple, the old KISS method, we were able to dramatically scale and ramp up -- whether that’s 30,000 end points or one. We have a template for almost anything.

We have a great hashtag called automate-or-die. The concept is to automate so we can give every customer exactly what they need without having to retool the environment or add layer upon layer of products, all of which have an impact on the end user.

Gardner: You are a sophisticated enough organization that you want automation, but you also want customization. That’s often a difficult balance. What is it about Bitdefender Cloud Security for MSPs that gets that balance?

Shaw: Being able to see everything in one dashboard -- to have everything laid out in front of you – and be able to apply different templates and configurations to different types of machines based on a core functionality. That allows us to provide customization without large overhead from manual configuration every single time we have to do it.

To be able to add that value -- but not add those additional man hours -- really brings it all together. Having that single platform, which we never had before in the old days, gives us that. We can see it, deploy it, understand it, and report on it. Again, it’s exactly what we would tell our customers, come to us for one throat to choke.

And we basically demanded that Bitdefender have that same throat to choke for us. We want it all easy, customizable -- we want everything. We want the Holy Grail, the golden goose -- but we don’t want to put any effort into it.

Gardner: Sounds like the right mix to me. How well has Bitdefender been doing that for you? What are the results? Do you have some metrics to measure this?

The measure of success 

Shaw: We had some metrics that you mentioned. We understand by what we have to do, how much time we have to support and how quickly we can implement and deploy.

We have seen malware infections reduced by about 80 percent. We took weekly trouble tickets from previous antivirus and security vendors from 50, down to about 1 a week. We slashed administration costs by about 75 percent. Customer satisfaction has never been higher.

In the old days of multiple layers of security, we got calls, “My computer is running slow.” And we would find that an antivirus agent was scanning or a content filtering app was doing some sort of update.

We have one Bitdefender agent to deploy. We go out there, we deploy it, and it's super simple. We just have an easier time now managing that entire security apparatus versus what we used to do.

Now we are able to say, “You know what? This is really easy.” We have one Bitdefender agent to deploy. We go out there, we deploy it, and it’s super simple. We just have an easier time now managing that entire security apparatus versus what we used to do.

Gardner: Mark, you mentioned that you support a great variety of sizes of organizations and types of vertical industries. But nowadays there’s a great variety between on-premises, cloud, and a hybrid continuum. It’s difficult for some vendors to support that continuum.

How has Bitdefender risen to that challenge? Are you able to support your clients whether they are on-premises, in the cloud, or both?

No dark cloud on the horizon 

Shaw: If you look at the complexion of most customers nowadays that’s exactly what you see. You see a bunch of people who say, “I am never, ever taking my software off-premises. It’s going to stay right here. I don’t trust the cloud. I am never going to use it.” You have those “never” people.

You have some people who say, “I’d really love to go to the cloud 100 percent, but these four or five applications aren’t supported. So I still need servers, but I’d love to move everything else to the cloud.”

And then, of course, we have some clients who are literally born in the cloud: “I am starting a new company and everything is going to be cloud-enabled. If you can’t put it up in the cloud, if you can’t put it in Azure or something of this sort, don’t even talk to us about it.”

The nice part about that is, it doesn’t really matter. At the end of the day, we all make jokes. The cloud is just somebody else’s hardware. So, if we are responsible for either those virtual desktop infrastructure (VDI) clients, or those servers, or those physical workstations -- whatever the case may be -- it doesn’t matter. If it’s an Exchange Server, a SQL Server, an app server, or an Active Directory server, we have a template. We can deploy it. It’s quick and painless.

Knowing that Bitdefender GravityZone is completely cloud-centric means that I don’t have to worry about loading anything on-premises. I don’t have to spin up a server to manage it – it just doesn’t matter. At the end of the day, whatever the complexion of the customer is we can absolutely tailor to their needs with a Bitdefender product without a lot of headaches.

Gardner: We have talked about the one throat and the streamlining from a technology and a security perspective. But, as a business, you also want to streamline operations, billing, licensing, and make sure that people aren’t being overcharged or undercharged. Is there anything about the Bitdefender approach, in the cloud, that’s allowed you to have less complexity when it comes to cost management?

Keep costs clean and simple 

Shaw: The nice part about it, at least for us is, we don’t put a client out there without Bitdefender. For us it’s almost a one-to-one. For every RMM agent deployed, it’s one Bitdefender deployed. It’s clean and simple, there is no fuss. If a client is working with us, they are going to be on our solutions and our processes.

Going back to that old KISS method, we want to just keep it simple and easy. When it comes to the back-office billing, if we have an RMM agent on there, it has a Bitdefender agent. Bitdefender has a great set of application programming interfaces (APIs). Not to get super-technical, but we have a developer on staff who can mine those APIs, pull that stuff out, make sure that we’re synchronized to our RMM product, and just go from there.

As long as we have a simple solution and a simple way of billing on the back end, clients don’t mind. Our accounting department really likes it because if there’s an RMM agent on there, there’s a Bitdefender agent, and it’s as simple as that.

Gardner: Mark, what comes next? Are there other layers of security you are looking at? Maybe full-disk encryption, or looking more at virtualization benefits? How can Bitdefender better support you?

Follow Bitdefender into the future 

Shaw: Bitdefender’s GravityZone Full Disk Encryption is fantastic; it’s exactly what we need. I trust Bitdefender to have our best interests in mind. Bitdefender is a partner of ours. We really mean that, they are not a vendor.

So when they talk to us about things that they are seeing, we want to make sure that we spend a lot of time and understand that. From our standpoint, encryption, absolutely. Right now we spend a lot of time with clients who have data that is not necessarily personally identifiable information (PII), but it is data that is subject to patents, or is their secret sauce -- and it can’t get out. So we use Bitdefender to do a lot of things like locking down universal serial bus (USB) drives and things like that.

As Bitdefender looks down the road to ML and AI, just make sure to be cutting edge -- but not bleeding edge -- because nobody wants wants to hemorrhage cash, time, and everything else.

I know there is a lot of talk about machine learning (ML) and artificial intelligence (AI) out there. To me they are cool buzzwords, but I don’t know if they are there yet. If they get there, I believe and trust that Bitdefender is going to say, “We are there. We believe it’s the right thing to do.”

I have seen a lot of next-generation antivirus software that says, “We use only AI or we use ML only.” And what I see is they miss apparent threats. They slow the machines into a crawl, and they make the end-user experience miserable.

As Bitdefender looks down these roads of ML and AI, just make sure to be cutting edge here, but don’t be bleeding edge because nobody wants to hemorrhage cash, time, and everything else.

We are vested in the Bitdefender experience. The guys and girls at Bitdefender, they know what’s coming. They see it all time. We are happy to play along with that. Typically by the time it hits an end user or a customer in the enterprise space, it’s old hat. I think the real cutting edge, bleeding edge stuff happens well before an MSP tends to play in that space.

But there’s a lot of stuff coming out, a lot of security risk, on mobile devices, the Internet of everything, and televisions. Every day now you see how those are being hacked -- whether it’s a microphone, the camera, or whatever. There is a lot of opportunity and a lot of growth out there, and I am sure Bitdefender is on top of it.

Gardner: Before we close out, do you have any advice for organizations on how to manage security better as a culture, as an ongoing, never-ending journey? You mentioned that you peel back the onion, and you always hit another layer. There is something more you have to solve the next day. This is a nonstop affair.

What advice do you have for people so that they don’t lose track of that?

Listen and learn 

Shaw: From an MSP’s standpoint, whether you’re an engineer, in sales, or an account manager -- it’s about constant learning. Understand, listen to your clients. Your clients are going to tell you what they need. They are going to tell you what they are concerned about. They are going to tell you their feelings.

If you listen to your clients and you are in tune with them, they are going to help set the direction for your company. They are going to guide you to what’s most important to them, and then that should parlay into what’s most important for you.

In our world, we went from just data storage and MSP services into then heading to telco and telephones, structured cabling, cameras, and access control, because our clients asked us to. They kept saying these are pain points, can you help us?

And, for me, that’s the recipe to success. Listen to your clients, understand what they want, especially when it comes to security. We always tell everybody, eat your own dog food. If you are selling a security solution that you are putting out there for your clients, make sure your employees have it on all of their machines. Make sure your employees are using it at home. Get the same experience with the customers. If you are going through cyber security training, put your staff through cyber security training, too. Everyone, from the CEO right down on to the person managing the warehouse should go through the same training.

If we put ourselves in our customers’ shoes and we listen to our customers -- no matter what it is, security, phones, computers, MSP, whatever it is -- you are going to be in tune with your customers. You’re going to have success.

We just try to find a way to say, “Yes,” and delight our customers. At the end of the day if you are doing that, if you are listening to their needs, that’s all that matters.

Gardner: I’m afraid we’ll have to leave it there. You have been listening to a sponsored BriefingsDirect discussion on how MSPs’ bedrock security technology can make or break their ability to scale and maintain top-quality customer service.

And we have learned how StoredTech adopted Bitdefender Cloud Security for MSPs to dramatically improve security and develop enhanced customer loyalty. So please join me in thanking our guest, Mark Shaw, President of StoredTech in Raleigh, North Carolina. Thanks so much, Mark.

Shaw: Thank you.

Gardner: I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this ongoing series of BriefingsDirect security strategy discussions. A big thank you to our sponsor, Bitdefender, for supporting these presentations.

Lastly, thanks to our audience for joining. Please pass this along to your IT community, and do come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Bitdefender. 

Transcript of a discussion on how security technology can make or break a managed service provider’s ability to scale and maintain top quality customer service. Copyright Interarbor Solutions, LLC, 2005-2020. All rights reserved.

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Healthcare Providers Define New Ways to Elevate and Improve the Digital Patient Experience

Transcript of a discussion on how a new culture and heightened focus on the total patient experience, including financial considerations, can be assisted by improved digital technology in healthcare.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HealthPay24.

Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you’re listening to BriefingsDirect. Our next healthcare insights discussion explores ways to improve the total patient experience -- including financial considerations -- using digital technology.

Gardner

To learn more about ways that healthcare providers are seeking to leverage such concepts as customer relationship management (CRM) to improve their services we are joined by Laura Semlies, Vice President of Digital Patient Experience, at Northwell Health in metro New York; Julie Gerdeman, CEO at HealthPay24 in Mechanicsburg, Penn., and Jennifer Erler, Cash Manager in the Treasury Department at Fairview Health Services in Minneapolis. Welcome to you all.

Laura, digital patient experiences have come a long way, but we still have a long way to go. It’s not just technology, though. What are the major components needed for improved digital patient experience?

Laura Semlies: Digital, at the end of the day, is all about knowing who our patients are, understanding what they find valuable, and how they are going to best use tools and assets. For us the primary thing is to figure out where the points of friction are and how digital then has the capability to help solve that.

Semlies

If you continuously gain knowledge and understanding of where you have an opportunity to provide value and deliberately attack each one of those functions and experiences, that’s how we are going to get the best value out of digital over time.

So for us that was around knowing the patient in every moment of interaction, and how to give them better tools to access our health system -- from an appointments’ perspective, to drive down the redundant data collection, and give them the ability to both pay their bills online and to not be surprised when they get their bill and the amount. Those are the things that we focused on, because they were the highest points of friction and value as articulated by our patients.

Where we go next is up to the patients. Frankly, the providers who are struggling with the technology between them and their patients [also struggle] in the relationship itself.

Partner with IT to provide best care

Gardner: Jennie, the financial aspects of a patient’s experience are very important. We have separate systems for financial and experience. Should we increasingly be talking about both the financial and the overall care experience?

Erler

Jennie Erler: We should. Healthcare organizations have an opportunity to internally partner with IT. IT used to be an afterthought, but it’s coming to the forefront. IT resources are a huge need for us in healthcare to drive that total patient experience.

As Laura said, we have a lot of redundant data. How do we partner with IT in the best way possible where it benefits our customers’ experience? And how do they want that delivered? Looking at the industry today, I’m seeing Amazon and Walmart getting into the healthcare field.

As healthcare organizations, perhaps we didn’t invest heavily in IT, but I think we are trying to catch up now. We need to invest in the relationship with IT -- and all the other operational partners -- to deliver to the patients in the best way possible.

Gardner: Julie, doesn’t making technology better for the financial aspects of the patient experience also set the stage for creating an environment and the means to accomplish a total digital patient experience?

Julie Gerdeman: It does, Dana. We see the patient at the center of all those decisions. So put the patient at the center, and then engage with that patient in the way that they want to engage. The role that technology plays is to personalize digital engagement. There is an opportunity in the financial engagement of the patient to communicate; to communicate clearly, simply, so that they know what their obligation is -- and that they have options. Technology enables options, it enables communication, and that then elevates their experience. With the patient at the center, with technology enabling it, that takes it to a whole other level.

Learn to listen; listen to learn 

Semlies: At the end of the day, technology is about giving us the tools to be active listeners. Historically it has been one-directional. We have a transaction to perform and we go when we perform that transaction.

In the tomorrow-state, it becomes much more of a dialogue. The more we learn about an individual, and the more we learn about a behavior, the more we learn what was a truly positive experience -- or a negative experience. Then we can take those learnings and activate them in the right moments.

We just don't have the tools yet to actively listen and understand how to get to a higher level of personalization. Most of our investment is now going to figure out what we need to be actively listening.

It’s always impressive to me when something pops up on my Amazon cart as a recommendation. They know I want something before I even know I want something. What is the analogy in healthcare? It could be a service that I need and want, or a new option that would be attractive to me, that’s inherently personalized. We just don’t have the tools yet to actively listen and understand how to get to that level of personalization.

Most of our investment is now going to figure out what do we need so that we can be actively listening -- and actively talking in the right voice to both our providers and our patients to drive better experiences. Those are the things that other industries, in my opinion, have a leg up on us.

We can do the functions but connecting those functions and getting to where we can design and cultivate simple experiences that people love -- and drive loyalty and relationships – that’s the magic sauce.

Gain a Detailed Look at Patient
Financial Engagement Strategies

Gardner: It’s important to know what patients want to know, when they want to know it, and maybe even anticipate that across their experience. What’s the friction in the process right now? What prevents the ultimate patient experience, where you can anticipate their needs and do it in a way that makes them feel comfortable? That also might be a benefit to the payers and providers.

Erler: Historically, when we do patient surveys, we ask about the clinical experience. But maybe we are not asking patients the right questions to get to the bottom of it all. Maybe we are not being as intuitive as we could be with all the data we have in our systems.

It’s been a struggle from a treasury perspective. I have been asking, “Can we get a billing-related question on the survey?” That’s part of their experience, too, and it’s part of their wellness. Will they be stressing about what they owe on my bill and what it is going to cost them? We have to take another look at how we serve our patients.

We need to be more in-the-moment instead of after-the-fact. How was your visit and how can we fix it? How can we get that feedback right then and there when they are having that experience?

Gardner: It’s okay to talk about the finances as part of the overall care, isn’t it?

Erler: Right!

Healthy money, healthy mind 

Gerdeman

Gerdeman: Yeah, absolutely. We recently conducted a study with more than 150 providers at HealthPay24. What we found is a negative billing-financial experience can completely negate the fabulous clinical experience from a healthcare provider. Really, it can leave such a bad impression.

To Jennie’s point, by asking questions -- not just around the clinical experience, but around the financial experience, and how things can be improved – allows patients to get back to their options and the flexibility is provided in a personalized way, based on who they are and what they need.

Semlies: The other component of this is that we are very organized around transactional interactions with patients, but when it comes to experience -- experience is relationship-based. Odds are you don’t have one bill coming to you, you have multiple bills coming to you, and they come to you with multiple formats, with multiple options to pay, with multiple options to help you with those bills. And that is very, very confusing, and that’s in one interaction with the healthcare system.

If you connect that to a patient who is dealing with something more chronic or more serious, they could have literally 20, 30, 40 or 100 bills coming in. That just creates such an exasperation for our patients -- and frustration.

Our path to solving this needs to be far less around single transactions and far broader. It demands that the healthcare systems think differently about how they approach these problems. Patients don’t experience one bill; they experience a series of bills. If we give them different support numbers, different tools, different options for each and every one of those, it will always be confusing – no matter how sophisticated the tool that you use to pay the bill is.

Gardner: So the idea is to make things simpler for the patient. But there is an awful lot of complexity behind the scenes in order to accomplish that. It’s fundamentally about data and sharing data. So let’s address those two issues, data and complexity. How do we overcome those to provide improved simplicity?

Erler: We have all the information we need on a claim that goes to the payer. The payer knows what they are going to pay us. How do we get more married-up with the payer so that we can create that better experience for our customers? How do we partner better with the payers to deliver that information to the patients?

How do we start to individualize our relationships with patients so we know how they are going to behave and how they are going to interact? How do we partner better with the payers to deliver information to the patients?

And then how do we start to individualize our relationships with patients so we know how they are going to behave and how they are going to interact?

I don’t know that patients are aware of the relationship that we as providers have with our payers, and how much we struggle just to get paid. The data is in the claim, the payer has the data, so why is it so difficult for us to do what we need with that data on the backend? We need to make that simpler for everybody involved.

Gardner: Julie … people, process, and technology. We have seen analogs to this in other industries. It is a difficult problem. What technologically and culturally do you think needs to happen in order for these improvements to take place?

Connect to reduce complexity 

Gerdeman: It’s under way and it’s happening. The generations and demographics are changing in our society and in our culture. As the younger generations become patients, they bring with them the expectation that data is at their fingertips and that technology enables their lives, wherever they are and whatever they are doing, because they have a whole other view.

Millennials, the younger generations, have a different perspective and expectations around wellness. There is a big shift happening -- not just care for being sick, but actual wellness to prevent illness. The technology needs to engage with that demographic in a new way and understanding.

Laura used the word connection. Connection and interoperability are truly how we address the complexity you referenced. Through that connection, the technology enables IT to be interoperable with all the different health systems hospitals use. That’s how we are going to solve it.

Gardner: We are also seeing in other industries an interesting relationship between self-help, or self-driven processes, and automation. They complement one another, if it’s done properly.

Do you see that as an opportunity in healthcare, where the digital experience gives the patient the opportunity to drive their own questions and answers, to find their own way should they choose? Is automation a way that makes an improved experience possible?

Gain a Detailed Look at Patient
Financial Engagement Strategies

Semlies: Absolutely. Self-help is one of the first things we first went live with using HealthPay24 technology. We knew the top 20 questions that patients were calling in about. We had lots of toolkits inside the organization, but we didn’t expose that information. It lived on our website somewhere, but it didn’t live in our website in a direct, easy to read, easy to understand way. It was written in our voice, not the patient’s voice, and it wasn’t exposed at the moment that a patient was actually making that transaction.

Part of the reason why we have seen such an increase in our online payments is because we posted literally, quite simply, frequently asked questions (FAQ) around this. Patients don’t want to call and wait 22 minutes to get an agent to hear them if they can self-serve themselves. And it’s really helped us a lot, and there is an analogy in that in lots of different places in the healthcare space.

Gardner: You need to have the right tools and capabilities internally to be able to satisfy the patient requirements. But the systems internally don’t always give you that single view of the patient, like what a customer relationship management (CRM) system does in other industries.

Would you like to have a complement to a CRM system in healthcare so that you have all the information that you need to interact properly?

Healthcare CRM as a way of life

Semlies: CRM is something that we didn’t talk about in healthcare previously. I very much believe that CRM is as much about an ethos and a philosophy as it is about a system. I don’t believe it is exclusively a system. I think it’s a way of life, an understanding of what the patient needs. You can have the information at your fingertips in the moment that you need it and be able to share that.

I think we’re evolving. We want to be customer-obsessed, but there is a big difference between wanting to be customer-obsessed and actually being customer-obsessed.

The other challenge is there are some inherent conflicts when you start talking about customer obsession and what other stakeholders inside the health system want to do with their patients, but it can be really hard to deliver. When a patient wants a real-time answer to something and your service level agreement (SLA) is a day, you can’t meet their expectation.

We're evolving. We want to be customer-obsessed, but there is a big difference between wanting to be cusomter-obsessed and actually being customer-obsessed. It can be really hard to deliver.

And so how do you rethink your scope of service? How do you rethink the way you provide information to individuals? How do you rethink providing self-help opportunities so they can get what they need? Getting to that place starts with understanding the customer and understanding what their expectations are. The you can start delivering to them in the way the patients expect us to.

Erler: Within our organization, there’s an internal cultural shift to start thinking about a patient as being a customer. There was a feeling of insensitivity around calling a patient a customer or treating this more as consumerism, but that’s what it’s becoming.

As that culture shifts and we think more about consumerism and CRM, it’s going to enhance the patients’ experience. But we have to think about it differently because there’s the risk when you say “consumerism” that it’s all about the money, and that all we care about is money. That’s not what it is. It’s a component, but it’s about the full patient experience. CRM tools are going to be crucial for us in order to get to that next level.

Gardner: Again, Julie, it seems to me that if you can solve this on the financial side of things, you’ve set up the opportunity -- a platform approach, and even a culture - to take on the larger digital experience of the patient. How close are we on the financial side when it comes to a single view approach?

Data to predict patient behavior, experience 

Gerdeman: From a financial perspective, we are down that path. We have definitely made strides in achieving technology and digital access for financial. That is just one component of a broader technology ecosystem that will have a bigger return on investment (ROI) for providers. That ROI then impacts revenue cycles, not just the backend financials but all the way to the post-experience for a patient. I believe financial is one component, and technology is an enabler.

One of the things that we’re really passionate about at HealthPay24 is the predictive capability of understanding the patient. And what I mean by that is the predictive analytics and the data that you already have -- potentially in a CRM, maybe not – can be an indicator of patient behavior and what could be provided. And that will further drive in ROI by using predictive capabilities, better results, and ultimately a much better patient experience.

Gardner: On this question of ROI, Laura, how do you at Northwell make the argument of making investments and getting recurring payoffs? How do you create a virtuous adoption cycle benefit?

Gain a Detailed Look at Patient
Financial Engagement Strategies

Semlies: We first started our digital patient experience improvements about 18 months ago, and that was probably late compared to some of our competitors, and certainly compared to other industries.

But part of the reason we did was because we knew that within the next 2 to 3 years, patients were going to bring their expectations from other industries to healthcare. We knew that that was going to happen. In a competitive market like New York, where I live and work, if we didn’t start to evolve and build sophisticated advanced experiences from a digital perspective, we would not have that differentiation and we would lose to competitors who had focused on that.

The hard part for the industry right now is that in healthcare, relationships with a provider and a patient are not enough anymore. We have to focus on the total experience. That was the first driver, but we also have to be cognizant of what we take in from a reimbursement perspective and what we put out in terms of investment and innovation.

The question of ROI is important. Where does the investment come from? It doesn’t come from digital itself. But it does come from the opportunities that digital creates for us. That can be from the access tools that create the capacity to invite patients that wouldn’t ordinarily have selected Northwell to become new patients. It can mean in-house patients who previously didn’t choose Northwell for their follow-up care and make it easy for them to do so and then we retain them.

The questions of ROI is important. Where does the investment come from? It doesn't come from digital itself. It comes from the opportunities that digital creates for us. We have actually increased collections and decreased bad debts.

It means avoiding leakage into the payment space when we get to things like accelerating cash because it’s easy. You just click a button at the point of getting a bill and pay the bill. Now I have accelerated the cashflow. Maybe we can help pay more than one bill at a time, whereas previously they maybe didn’t even understand why there was more than one bill. So we have actually increased collections and decreased bad debts.

Those are the functions that we are going to see ROI in, not digital itself. And so, the conversation is a tricky one because I run the service line of digital and I have to partner with every one of my business associates and leaders to make sure that they are accounting for and helping give credit to the applications and the tools that we’re building so the ROI and the investment can continue. And so, it makes the conversation a little bit harder, but it certainly has to be there.

Gardner: Let’s take a look to the future. When you have set up the digital systems, have that adoption cycle, and can produce ROI appreciation, you are also setting the stage for having a lot more data to look at, to analyze, and to reapply those insights back into those earlier investments and processes.

What does the future hold and what would you like to see things like analytics provide?

Erler: From a treasury perspective, just taking out how cumbersome it is on the back end to handle all these different payment channels [would be an improvement]. If we could marry all of these systems together on the back end and deliver that to the patient to collect one payment and automate that process – then we are going to see an ROI no matter what.

When it comes to the digital experience, we can make something look really great on the front end, but the key is not burdening our resources on the back end and to make that a true digital experience.

Then we can give customer service to our patients and the tools that they need to get to that data right away. Having all that data in one place and being able to do those analytics [are key]. Right now, we have all these different merchant accounts. How do you pull all of that together and look at the span and how much you are collecting and what your revenue is? It’s virtually impossible now to pull all that together in one place on the back end.

Gardner: Julie, data and analytics are driving more of the strategic thinking about how to do IT systems. Where do you see it going? What will be some of the earlier payoffs from doing analytics properly in a healthcare payer-provider environment?

The analytics advantage 

Gerdeman: We are just starting to do this with several of our customers, where we are taking data and analyzing the financials. That can be from the discount programs they are currently offering patients, or for the payment plans they’re tying to collection results.  We’re looking at the demographics behind each of those, and how it could be shifted in a way that they are able to collect more while providing a better experience.

Our vision is this: The provider knows the patient so well that in anticipation they are getting the financial offer that best supports their needs. I think we are in such an interesting time right now in healthcare. What happens now when I take my children to a doctor’s appointment is going to look and feel so different when they take their children to an appointment.

We are seeing just the beginnings of the text reminders, the digital engagement, you have an appointment, have you thought about this? They will be walking around and it’s going to be so incorporated in their lives -- like Instagram that they are on all the time.

I can’t wait to see when they are taking their children -- or not, right? Maybe they are going to be doing things much more virtually and digitally than we are with our own children. To me there will be broad cultural changes from how more data will be enabling us. It is very exciting.

Gardner: Laura, where do you see the digital experience potential going for healthcare?

Automation assists prevention 

Semlies: Automation is key to the functions that we do. We expend energy in people and resources that we could be using automation for. Data is key to helping us pick the right things to automate. The second is anticipation and being able to understand where the patient is and what the next step should be. Being able to predict and personalize is the next step. Data is obviously a critical component that’s going to help you do that.

Gain a Detailed Look at Patient
Financial Engagement Strategies

The last piece is that prevention over time is going to be the name of the game. Healthcare will look very different tomorrow than today. You will see new models pop up that are very much moving the needle in terms of how we collect information about a person, what’s going on inside of their body, and then being able to predict what is going to happen next.

We will be able to take action to avert or prevent things from happening. Our entire model of how we treat wellness is going to shift. What primary care looks like is going to be different, and analytics is at the core of all of that -- whether you’re talking about it from an artificial intelligence (AI) perspective, it’s all the same thing.

Our entire model of how we treat wellness is going to shift. What primary care looks like is going to be different, and analytics is at the core of all of that. But most doctors aren't getting that kind of information today because we don't have a great way of sharing patient-generated health data yet.

Did you get the data on the right thing to measure? Are you looking at it? Do you have the tools to be able to signal when something is going off? And is that signal in the right voice to the person who needs to consume that? Is it at the right time so that you can actually avert it?

When I use my Fitbit, it understands that my heart rate is up. It’s anticipating that it’s because I’m exercising. It asks me that, and it asks me in a voice that I understand and I can respond to.

But most doctors aren’t getting that same kind of information today because we don’t have a great way of sharing patient-generated health data yet. It just comes in as a lot of noise. So how do we take all of that data?

We need to package it and bring it to the right person at the right moment and in the right voice. Then it can be used to make things preventable. It can actually drive an outcome. That to me is the magic of where we can go. We are not there yet, but I think that’s where we have to go.

Gardner: I’m afraid we’ll have to leave it there. You have been listening to a sponsored BriefingsDirect healthcare strategies discussion exploring ways to improve the total patient experience, including financial considerations, using digital technology.

And we have learned about ways that leading healthcare providers are leveraging such concepts as CRM and advanced data analytics to both improve their services to patients and their returns on technology investments

Please join me in thanking our guests, Laura Semlies, Vice President of Digital Patient Experience at Northwell Health in metro New York; Julie Gerdeman, CEO at HealthPay24 in Mechanicsburg, Penn., and Jennie Erler, Cash Manager in the Treasury Department at Fairview Health Services in Minneapolis.

And a big thank you to our audience as well for joining this HealthPay24-sponsored healthcare thought leadership discussion. I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator. Thanks again for listening, and do come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HealthPay24.

Transcript of a discussion on how a new culture and heightened focus on the total patient experience, including financial considerations, can be assisted by improved digital technology in healthcare. Copyright Interarbor Solutions, LLC, 2005-2019. All rights reserved.

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