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Primary Care For Everyone, Everywhere No Health Insurance Needed

Mario Anglada, Founder & Chief Executive Officer at Hoy Health

Primary Care For Everyone, Everywhere No Health Insurance Needed

In this podcast, our special guest is Mario Anglada, founder, and Chief Executive Officer at Hoy Health, the first healthcare platform focused on the needs of Hispanic, medically underserved consumers operating across North Central South America and the Caribbean. Mario talks about how his company is focusing on creating the lowest cost accessible system possible to improve access for the underserved. He shares how his company addresses chronic care management, telemedicine, low-cost engagement, and more. He discussed why he created a product that does not require health insurance. We love our exciting conversation with Mario, and we hope you’ll find this interview as exciting and informative as we did. Enjoy!

Primary Care For Everyone, Everywhere No Health Insurance Needed

About Mario Anglada

Mario has over a 25-year career in global health care and consumer packaged goods industry, including functional roles in sales marketing, product management, logistics, working at the leading companies such as Procter and Gamble, Pharmaceuticals, J&J, Cardinal Health, G.F. Health, Nestlé Health Sciences and also Univision Communications. His experience has been developed across industry sectors as pharmaceuticals, over the counter medications as well, and medical nutrition, pharmaceutical distribution and health technology services. Mario has developed and launched various consumer-facing solutions during his career, such as leading Hispanic medication discount programs, Hispanic pediatric vitamin line, and many more.


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Saul Marquez:
Welcome back to the Outcomes Rocket. Saul Marquez is here, and today I had the privilege of hosting Mario Anglada. He has over a 25 year career in global health care and the consumer packaged goods industry, including functional roles and sales, marketing, product management, logistics, working at the leading companies such as Procter and Gamble, Pharmaceuticals, J. And J. Cardinal Health, G.F. Health, Nestlé Health Sciences and also Univision Communications. His experience has been developed across industry sectors as pharmaceuticals, over the counter medications as well, and medical nutrition, pharmaceutical distribution and health technology services. During his career, Mario has developed and launched various consumer facing solutions such as leading Hispanic medication, discount program, Hispanic pediatric vitamin line and many more today. As the CEO of Oi Health, the first healthcare platform focused on the needs of Hispanic, medically underserved consumers operating across North Central South America and the Caribbean, he is allowing them to have access to a suite of primary care-oriented products and services without the need of medical insurance. The beauty of what they do is that it does apply to the Hispanic population, but it doesn’t have to stop there. Those needs actually go beyond. And so their platform is agnostic in the number of people that they reach and who they reach. And so today, I’m really excited to dive into the work that Mario and his team have done to improve access and also help these health institutions better serve the underserved. So Mario, is such a privilege to have you here with me today.

Mario Anglada:
Thank you, Saul, the privilege is mine. And thank you for allowing me to share Hoy health missions with your audience.

Saul Marquez:
Absolutely. So, I mean, you know, and we’re going to dive into the work that you guys do there from chronic conditions to pharmacy benefits to, you know, telehealth. Pretty impressive stuff. But before we dive into what you do there. Mario, I want to learn more about you and what inspires your work and health care because your background is so interesting. So I’m curious what inspires it.

Thank you for that question. So listen. My background is quite simple. I’ve spent over twenty five years now in the healthcare arena focused on traditional healthcare engagement.

From our perspective, from Fortune 50 company Right., it’s all we’ve I’ve worked with pharmaceutical OPEC medical device companies. And throughout the journey in my career on a national and international level, I always thought and always had this nagging thought in the back of my head that health care is really well designed for those who have access, those who have health insurance, those who have the means to be able to provide care for themselves or their family members because of their economic capacity.

So as I went through the lifecycle of my career during each of those elements, I would always look at. And when we went through planning cycles, we’d always identify untapped opportunities and it was systemic Right.. And one of those that always came up to the top of the list was the Hispanic community and being a member of this entity. For me, it was a bit frustrating understanding that, hey, we’re looking at a population that in all practical purposes, should be one of the key targets for health care marketers. And because of a wide variety of reasons, they never were addressed systemically. So I said, listen, I’ve put enough time and learning into how to make a health care system work for those that have health insurance.

Let me take that experience. Let me create a team of health care experts. Let’s go solve the issues that these underserved medical communities have.

Because if you can solve for those needs, it can go from them to anybody else.

But what we focused our efforts are on creating the most low or the lowest cost accessible system possible because it works for underserved medical communities. It could work for Medicare providers, Medicaid providers, insurance companies, unions, trade groups and the like.

So the impetus of it was looking at what the opportunity was. And when you look at the numbers are staggering. The Latino community in the U.S. is 18 percent of the population today. That’s 65 million thereabouts. But it’s the group that is going to provide the growth for the U.S. for the next 30 to 40 years. So we’re looking at a population that goes from about 18 to a population that I’ll go to over 30 percent. When you look at the purchasing power of this combined group, we’re talking two trillion dollars, and that’s larger than the economy of Russia, Mexico or Spain. And they’re here in the U.S. and the healthcare system from a. Provider perspective is doing a great job. The manufacturers there are a little bit behind, so we said let’s create an ecosystem that addresses these challenges not only for the consumer, which is our primary and focus goal, but also still be able to create an ecosystem that these manufacturers, these providers who have struggled, is reaching this community would be able to do it in an accessible manner. Well, that’s the story in the background of why we did this. And tonight, we’re really happy with the results, which obviously I’d love to share with you.

Yeah, I know. Thank you. Thank you so much, man. And it’s great to hear your journey and to better understand why you’re focused in this arena.

And the numbers don’t lie. And I’m a numbers guy, too. I love it because it tells you what the opportunity is. It tells you what the threat is. And so you identified a niche here, a very large one at that that we could start tackling as a as a health care community. So tell us a little bit more about boy health and how you guys are adding value to the health care ecosystem, but also consumers using your service.

Absolutely. So what we do with ROI health, the simplest way to describe it is take a clinic and the services that they provide and then virtualize them. So we created a virtual clinic that gives you access to a doctor.

If that doctor determines that you need medication and we provide them access to the medications. If that doctor determines that you need chronic condition management support, are you in a diabetic patient or are you a hypertensive asthmatic or other chronic conditions? We provide the full ecosystem to the patient. So that is, as your audience already knows, considered primary care. Primary care is 90 percent of your medical Right. and that primary care, because a lot of different challenges in the U.S. health care system is highly fragmented. And the bigger opportunity that we saw was to say, all right, let’s tackle primary care in an end to end capacity. Right. Because if you’re a low income, vulnerable population and I give you medication, discount programs, that’s great. But how do I get better, Doctor? And if we only offer the doctor, that’s great. But how do I get the medication? So we said we have to go in and we created three elements within our platform, which the name of health is today’s health and Spanish. I wanted. Trying to do is this trying to virtualize what you’re able to do. So we offer telemedicine. Number one, we do low cost engagement in bilingual care. So if you’re English and Spanish speaker, you can get access to board certified physicians across our geographic footprint in the U.S., Central American, the Caribbean. When you engage with those physicians, they have a remote monitoring capability built into it.

So if we are able to engage a patient and that patient as needs for us to deploy medical devices to their home, we can do that as well. And lastly, once you end in that relationship with that physician and you have a telemedicine console that that physician says, hey, model, you need your hypertension medication, we have the capacity to provide low cost medications. So the ecosystem was designed on purpose to be able to be a safety net. Right., as you described at the beginning of the of the podcast here we are focused on the Hispanic community because that’s one of the areas that we see the greatest need and opportunity. But the reality is our platform is built. Third grade education level, English and Spanish. So if you have the ability to read or write, you can engage with our products. Our products have a secondary lever, which is an incredibly important one. We build them with the understanding that you have to be able to pay for them with no health insurance. And that is a key criteria for us because let’s step a little bit back Right.. If I go and I go into a medical practice, private practice around the U.S. and I’m paying cash payment, which is what most people have to do when they don’t have health insurance, they go in and they pay on average about two hundred dollars.


It’s a quite a significant cash outlay for a person that might not have that money in their pocket. Now, that physician sees me, decides Mario needs a medication for hypertension, Right.. If I don’t have medical insurance or medical coverage that includes pharmaceuticals, I might be paying one hundred or two hundred dollars an addition for the medication. Now, if you add that in a chronic capacity, the numbers start getting really big, really fast. So think about the ability to get a patient through a telemedicine encounter into a journey of managing their primary care needs all under about a hundred dollars today. That’s what we provide. So consumers will engage with our system, can take pieces of it. Right., if you need a doctor, you have access to that. If you need the medication, only you can use that if you need a chronic condition, management support. We offer that. But the goal was to create this end end solution because we know that. Ultimately, what the consumer might need. So we built all that. And we built it with the lowest price point available to consumers, because if it works for uninsured consumers who can self pay, then obviously it will work for medical providers, health insurance companies, clinics, federally qualified health centers. And we have clients and all those spheres who help us drive down costs by providing our ecosystems and their patient this very.

So. So. And you mentioned one hundred dollars. So is that one hundred dollars a month per patient?

Well, we’re starting with chronic condition management at around one hundred dollars. So if you’re a patient with diabetes, we can include chronic condition management, including medication, access to a physician, your medications and all your devices for ninety nine dollars today.

That’s insane. That’s just I mean, that’s just unbelievable.

All right. As able to do that, it’s not a secret sauce. It’s a years of experience. No. One. And it’s understanding how the system works. Right. Because the reality of what we do. I will bring to the consumer economies of scale. Right. We go on and we negotiated with partners and we drive down costs on an aggregate volume basis. Right. So instead of us having, let’s say, 50 different glucometer times, we have two or three of those, all of them.

But those glucometer get from our business allows us to take price breaks. And those price breaks in our philosophy, you know why health is always to pass them to the consumer. Yes. The goal is lowest price point available because no consumer gets a lot of ancillary benefits. Now that I’m starting to manage my health better, I become a more adherent, more engaged, more compliant patient. It’s a win win win. Doctors love it. Patients love it. And ultimately, we are a for profit entity.

But we’ve been able to structure our model where the profitability for what we do is adequate for our particular needs as a company.

So we’re happy to provide low cost healthcare to the masses in a model that we expect over the coming years to become standard operating procedure for most healthcare providers.

Without a doubt. Without a doubt. And and there’s a movement toward this. And I think the inevitable shift is happening a lot faster due to covered. Has that affected you guys? Have you seen an increased interest during covered? And as we kind of get through this time, there is precedent because.

Yes, absolutely. We’re in the middle of everything in that koban perspective. So think about what happened. And it call it a social isolation right now, which is important for containment of the disease. But more importantly, when you look at Komen and the magnitude of what it actually impacts from a health care perspective, it does two main issues. So number one is I have been overburdening of the system because that patient, for justifiable reason, might think I need action or I need to go to a physician now. Right. So they overrun emergency rooms, clinics and the likes so far. If you take that and you input a telemedicine component where that patient, from the comfort of his or her home can engage with a health care professional and that health care professional can determine through standard telemedicine practices. If that patient needs to go to an emergency room, a clinic or so forth, it’s beneficial for the patient. It takes the anxiety level down. It helps them navigate the health care system. It’s beneficial for the health care professional because they can treat Ozge, identify and structure a path into the health care system and for the health care system at all. Overall, it’s a really efficient way of managing patients. All right.

Because if you’re sick with coalbed, let’s say once I understand your temperature, why on once I understand your oxygenation level? I, as a health care provider, remotely can decide when you need to come into the institution. So from that perspective, telemedicine is is a really important one. The second element for coalbed specifically in the healthcare space is if you look at who’s affected by coalbed, the vast majority of the patients that are at really high risk are people who are chronic condition, focus Right. being Right. by having diabetes. I have hypertension. I have other morbid conditions and I live with them today. Now I’m double the risk a because let’s say I can’t get access to my physician, so I might forego care that I need. So deployment of remote patient monitoring tools like we do for these conditions allow physician to understand what’s happening with module’s glucose, blood pressure, oxygenation level or lung function without having to bring him or her into the clinic or into the hospital. So it’s telemetry and that’s incredibly important. The second element is when you look at these patients with chronic conditions because of the burden of disease. If I bring that patient into an institutional setting, I’m exposing them. At their most vulnerable.

So with Koban, the reality that we’ve seen at OIH Health and and actually spoken to other Sheels companies that focus on telemedicine and remote patient monitoring is that we’re at the inflection point of where this becomes the normal Right.. Because if I can monitor you during a Koban pandemic at your house. And I as a physician, have the ability to understand how your glucose is going, how your blood pressure is going, I can keep you engaged and and compliant. But the question is, well, why do I only do it during a pandemic? I guess if I can do it, I can do it all the time.

So for us, it’s been very intriguing because a lot of institutional partners that work like they all do.

We’re cautious in saying, all right, let’s start a pilot. Let’s see how it works. Let’s go through the sequential steps. Now, took the leap and said, all right, what we’ve looked at and what health and what you’re providing and what we need are very well matched. Let’s start immediately. So we’ve been able to accelerate a lot of these discussions with health care providers where we’ve become a health care provider that supports their ecosystem.

We’re managing patients in chronic conditions for our customers. We’re providing telemedicine and the ecosystem, as I described it at the beginning of the discussion, is made available to anybody. So if you have health insurance and your health insurance provider wants to engage with health to manage you remotely, we can do that. But we start with the assumption that you don’t have health insurance.

So you go to our Web site and you want any other products and services. Those are available to you as well. So for us, Colvert has been and I think it’s going to be a significant milestone in the development of digital health, because at the end of the day, it’s actually made it normative or standard of care versus something that was novel and futuristic.

Yeah. Now, very well said, Mario. And, you know, so I guess there’s an opportunity as well for I guess you guys serve the consumer directly.

Yes, correct. So we go and you you go to our Web site and you need a doctor, you need medications or you need chronic conditions aboard. All of those are listed there. Click on the one you want. We provide you the alternatives. What we also do is we know that institutional partners need our services. So we work with unions, with trade groups, universities, hospitals, clinics and some health insurance plans to make our products accessible to their patient bases. Right.. So think of it from a perspective of if you need to pay for it yourself. We’re here to help you. If you have and you’re a health care provider or want to make your patients use our tools or were able to do that from a provider perspective and from your perspective as well.

Wow, that’s pretty awesome.

I mean, I just I just like racking my brain. And I’m like, this is insane. And this is great. You know, I just love the affordability because, folks, you’re listening to this thinking, wow, you know, this is fascinating. And maybe you’re like, this guy’s gonna put us out of business. If you’re if you’re a provider, you’re an employer.

You’re like, where do I find this guy? The Web website is a health dot com. That’s h o y health dot com and.

And one of the biggest problems with our health care system today is, is access and affordability and the uninsured or underinsured, even the insured. Right. Let’s face it, you know, a good percentage of of bankruptcies that happen due to health care happen to insured people.

The prices are out of whack and it’s services like boy health that are going to transform our health care system for good. And so Somalia. Give us some stories, Mantell us. Tell us about how you guys have created better outcomes or or better business models for some of your clients?

Absolutely. And that’s a critically important element. And I wanted to jump jump on a comment that you made. Our goal here is to make sure health care works for everybody, including the incumbent. So what we try to do so let’s see if this works good for the consumer. This works for an insurance company. This one’s for a provider and a here because, again, it’s economies of scale. It’s a very basic business concept. Right. But what we’ve been able to do is we’ve been able to go to health care providers that have a vulnerable population on the the axis and the engagement with the Hispanic community in underserved communities was by design.

And let me step back a little bit, Right., because if I have and I’m a cultured to the US system, I understand how health care works generally. Right. Right. And I struggle in healthcare, as many people do. Now, take an added burden of putting a consumer who has language and culture are not necessarily. And the one that is part of the U.S. today, they come from a background where socialized medicine or other forms of medicine are the norm and they arrive in the U.S. It’s a really jarring experience. So what we said is, let’s start with this consumer. Let’s take them through a journey, a hand-held journey. And this is part of more or our approach. Our goal is to get a consumer engaged with his or her care if they have a health care professional. Great will help their health care professional drag down costs, drive up behaviors that are positive. Drive up engagement, adherence and compliance, which are the key metrics for any health care professional when they look at a patient. If you are a patient, you need somebody to take you through a journey and that journey could start as simply as well.

I haven’t seen a doctor in five years. Let me have a telemedicine console. Have a telemedicine console with that patient and determine, hey. Most likely Modu is at risk for hypertension, diabetes or other chronic conditions. But that journey has to continue, and once somebody has had an episodic engagement with health care professional and what we do it all health as we take you through the journey. Right. Let’s say Mario called because he or she wants to see a physician once he sees a physician or she sees a physician there. The prescription, if needed, that is generated if that prescription is form an episodic event. Well, Mario, whenever you need us again, please let us know we’re here to help. But let’s say that during that engagement, the physician determined that Mardie of hypertension is probably the issue. It’s really important to take Mario and handhold him through the journey of what’s the next steps are going to be, because if he doesn’t have a health care provider traditionally like a physician in primary care, that I can go to a clinic, individual practitioner and the like.

Mario doesn’t know what to do. So our team what we did is we created a safety net support team that is led by a physician who has various Masters degrees in public health from Harvard, among other schools. And this physician works with a team of customer service folks to guide their pay the patient base through their journey. So if Modi’in calls and needs to be managed and needs to be diagnosed remotely because he thinks he might have hypertension, we have the ability to deploy our chronic condition. Management gets a FedEx, U.P.S. or the Postum mail commodious home.

Once he gets those kits and those devices, then Madea is able to add with a guided telemedicine console to determine if Mario is hypertensive, diabetic or suffers from any chronic condition. And our goal is to not leave him or her there, but take them through their journey. Now, Mario, hypertension is going to be controlled by a number of factors. Here are the factors. We have some tools that we can deploy to help you. We can do those digitally. We can do those in person through at home deliveries. And we have a health care team that’s going to guide you through your condition. If you’re interested and are working with us, we’re able to do that. And we do it at the lowest cost possible. So our goal is to be able to take that safety net support, guide the patient through the relationship, through the journey, and do it in a way that systematically. Addresses the underlying needs, Right.. The first one is access. The second one is cost. The third one is engagement. And the fourth one is compliance. Because during the education and the learning process, we actually have seen how this change. We worked with a major institution in New York City area where we were managing patients who had uncontrolled diabetes. So that’s over eight and a once. Derating. Right. We manage those patients over the course of a six month period.

And we did a compare and contrast to see what would happen in the community setting that our model Right. everything at a distance and remote. And having that patient attend in class, in-person classes, engagements and such. And our theory was that we were going to see higher rates of engagement on our side just as a byproduct of taking time and distance out of the equation. Right.. Because if I need to get into her car and I need to structure a visit and I need to transport myself and I might might need to not go to the job that day because I have a medical appointment, it’s going to be real hard to be able to engage. So when we compare these two groups over the six month period, we see dramatic results. And the results were eye opening for us from an engagement perspective. The people who were engaged in our model of engagement, about 95 percent of them finished six months, which from a chronic condition perspective, is quite an impressive number. When you compared the in-person care model, it was around 20 percent of the folks. So we dug a little bit deeper. Right. And we went back to the community and found a couple of elements that were really key. So, number one, consumers on both sides equally were interested in their care.

But the reality was, when you’re going after an under employed resource, that resource in certain communities might have two to three job solla. Right. Yeah. If I’m asking you to leave one of those jobs, you’re actually missing cash coming in because many of them work and get paid on a daily or weekly basis.

So the big challenge was I can’t leave my job to go do this. But another model. Once you’re at home, once you’ve finished everything, seven, eight o’clock, nine o’clock, ten o’clock at night. Yes, I have free time. I can actually engage with my coach, with my care provider and such. So we saw a significant difference. And the dynamic was distance and time. Right.

The second element that we looked at was actual results from a perspective of management of agency, which was the primary goal during this exercise.

For the six months, our group that had a once in reduction on one point ninety five percent, which is a significant number four for those who were listening, versus a one point two reduction for in-person care. So we had a better health outcome, which is the ultimate goal. We had higher engagement and adherence rates with a system that was taking everything to the patient where they live. And that was the first impetus for us looking at total primary care at a distance and saying, wait a minute, this is actually feasible and the patient results are there to prove it. So now how do we take that?

And we scale it and all health is a byproduct of that first experience of the consumer engagement in the community. And it’s good for our models that were built on that experience and those understandings.

Mario, fantastic access, cost, engagement and compliance all delivered to you basically where you are, even if you have three jobs. And that is the problem with a lot of Americans. You know, we’ve got to be somewhere. We’ve got out. We’ve got to do things in order to provide for our families. And if you have health care that’s delivered to you. Why not? And just an incredible opportunity and model that you guys have have created here and now. I created but but deployed successfully. Mario, I’m excited for you guys. Tell me about the setbacks. You know, maybe maybe one critical setback that you’ve experienced that you’ve learned a ton about that’s made you guys better.

The biggest one was and was the the the systemic approach to engaging with health care providers and payers, specifically Right.. When you go after a consumer, it’s fairly easy if are, let’s put it that way, easier relationship, because I can directly communicate to a consumer through social media, radio or TV, digital, all the traditional models.

When you start looking at going in and engaging in a system approach Right. making our tools available to those third parties that have the aggregate volume that would help us quickly reach our goal of creating massive scale in order to drive down costs. That’s a lot longer process.

Typically your sales cycle for a health care provider is if your incredibly efficient and have a really good context, about six months. Now, most likely it’s about 18 months. So when we looked at the traditional model, we said, well, who do we go after? Do we go after payers first? Do we go after clinics or do we go after insurance companies? Or do we go after the consumer? And what we learned was that the path to success for us typically was to find partners that were adjacent to all those. I’ll give you an example, Right.. We’re working with a union group in Google. They are the Employee Association of the Government of Puerto Rico. They have a well-defined cohort of about one hundred and twenty five thousand members Right.. And this organization was prescient in working with us in to creating models where we could get their members medication access programs, because that’s one of the big needs that that sub population in the island afford glass. So I would say that the drawback was the time that it takes you to engage with a traditional health care system. But as we’ve described during our discussion today on your on your podcast called Accelerated, a lot of those. Just as a byproduct of we were in the Right. space at the right time with tools that are easily deployable to any partners. All right.

Now, we went from a sales cycle of six, 10, 12 months to a sales cycle of weeks, Bob, that it was a combination of understanding how to approach it from an aggregate volume perspective. But the reality. They call it a pandemic and other issues in the health care system have celebrated our deployment.

Now, that’s that’s great. And it sounds like you took a turn for those adjacent groups, like you said, and you’re looking at really employers, Right. and militant organizations.

No, we are. We’ve had really interesting discussions. We’re self-insured employers. Yes, we are deploying our solutions across their employee base. We’re looking and we’re working with unions and trade groups. Well said. Listen, we have a member base that is interested in health care solutions. Are you able to deploy these across my membership at a low cost, either free or very low cost to the members. And the answer’s always yes. So we’re starting to engage with that. We’re also working with community groups, community advocacy groups and the like. And each of these has our pre-built solutions at their disposal in order to engage with their member base. So you’re absolutely right. This approach of going to the ancillary groups and then having that be the catalyst to come into the traditional healthcare payer provider model has worked for us.

Will help for sure. Yeah. And, you know, I mean, employers were I mean, large ones. Small ones. We’re footing the bill for a lot of a lot of health care today. And, you know, it’s important that that we we think through what’s available. And health care is changing today, folks, so. Oh, health. H.O., why health. Dot com. Doing extraordinary stuff. If your company is doing health care and providing health care benefits, certainly take a look at what they have to offer. Pretty, pretty extraordinary service. That is as high quality and produces better outcomes. Tell us a little bit about what you’re most excited about today, Mario.

Right now, I think the biggest opportunity for us is the adoption of these chronic condition management programs and how the patient actually has responded quite positively to them.

Think about this. Right., when you’re looking at population health and you’re looking at where the future of the U.S. specifically lies, you compare and contrast obesity rates, chronic condition management and numbers.

The numbers become really big, really scary really fast right now. And what we’re looking at is saying, listen, this is a manageable if you’ll take a slightly different approach, which is taking an approach that is proactive in the engagement and the tools are simple and that the consumer is willing to do these on his or her time.

In a guided model, and we think and when we look at the engagement and how the patient responds to what our deployment looks like, we’re really excited. We have populations and now we’ve gone into the Medicaids face with certain providers that we’re working with. We’re deploying our solutions to diabetic patients, hypertensive cold beds. And the engagement today seems to be very well taken by the consumer because they’re seeing number one.

My doctor actually cares for me because they’re always available. Right. technology is a great equalizer. Once you have a mobile phone or interconnected device, I have access to the world through a search engine. But now I have access to a health care, professional health and other diploid solutions like us. What we see is that patient, when they take the leap and say, let me try this.

It’s a mind shift. It becomes from, wow, this is really cool, too. Well, why haven’t I done this before?

And that really is empowering because you’re starting to see with the ability of deploying these tools to masses, we’re seeing inflexions where patients are actually starting to decrease. The negative outcomes, we’re starting to see the engagement of those patients coming onto platforms like ours and being able to actually have significant health milestones happen in a short period of time. And like everything else in life, Right. small steps get you to big goals. So we’re actually in the midst of deploying this to a population in a remote region of eagle, which we think is going to be a model for care, because if I can reach a remote region and equal into a rural zone with infrastructure issues and I’m able to deploy all these tools and think about how that applies to Appalachia, how that applies to inner city Detroit, how that can apply to the native peoples lands and such. So we’re really excited about chronic condition management from a perspective of mass engagement and the results that these will bring not only to the patients, which is ultimately our primary goal, but the cost inflections that happen with health care systems and ultimately the societal benefit of having a person actually be able to manage a condition in a model of care that doesn’t require them. Like you mentioned, to go into significant amounts of debt. We understand primary care is a starting point, but it’s an incredibly important starting point because that’s where you spend 90 percent of your life. So if we can solve primary care and we can solve chronic condition management, everything else as a byproduct of those two starting points should get better in a bigger, broader ecosystem like the one of US health care. So are our excitement comes around seeing the engagement and the ability to deploy.

Really innovative tools to anybody anywhere and in socio economic groups that historically have been left behind. So if you can do it for them, then it works for those that have better socio economic outcomes and inputs. We’re excited about our our little contribution to this. And if if it works as we expect them and how we’re seeing it to work, we think that this is one of these game changing models that could actually inflect a large impact over the whole health care system.

I couldn’t agree with you more. Mario, outstanding work. And kudos to you and your team.

And, you know, so so right now, we are in this covered period where, you know, across state lines and in all of the typical regulations that exist around telehealth, you know, they’re the walls are now. And and so what’s the play after that, you know? And how does your model work if those you know you know, if that red tape comes back up, I don’t believe it will be transparent.

One thing that is one of the challenges of that red tape was the traditional payer system. Right. So you had opposition because I wanted parity of payment from a provider perspective, which is understandable. If you’re paying me X for an office visit, you should pay me X or a telemedicine visit that’s been taken care of. Right.

The second element was the ability to deploy these tools into an environment such as Inner-City Detroit, the center of Equal or anywhere in Miami-Dade County, Right. the ability of the largest exchange to actually deliver these supplies. There’s national providers, there’s the U.P.S. is the FedEx is the Amazons of the world that can reach those constituents. And lastly, when you look at the consumer adoption, which was the critical element, because when you look back historically, even though telemedicine was a covered benefit for many, many consumers in the US. Utilization used to hover around two percent there and that was considered high. So now you’ve been able to do it. You’ve been able to create a mindset shift Right. consumers understand and appreciate what telemedicine is, understand its impact, its value, and a provider now has equal incentives to be able to do this. The geographic restrictions. That is something that I think will still remain in place and eventually come down. But you look at the V.A. and what they’re doing and providing providers interoperability across all their system, regardless of where they’re at, is a great model to think about and emulated in the future. But let’s say it’s still 50 different regulatory entities and 50 different states. All you deploy is your solution and 50 different locations. I don’t think that’s the constraint.

I think that the constraint was consumer adoption, number one. And pay your parity. Those two are done. I think there is there is going back from those two elements. The others eventually will come into play. Because when you look at the efficiencies of, wow, this is deploying, you’re probably already aware about the FCC. Two hundred million dollar grant for chronic condition management.

The government is incentivizing this to happen because they know and every health care expert in a population health perspective most likely agrees that remote engagement telemetry for a physician or a health care provider is what ultimately is going to be the inflection point for patient engagement, behavior change over the long term. So I think and ultimately I’m right, that this isn’t going to stay and this becomes a de facto model for care. And if it does with them, there’s a great opportunity to engage with consumers. During the rest of their life, and it doesn’t have to be at an episodic event where I go see a physician once a year. No way you can engage with your physician remotely. Every day, every hour for the rest of your life. Anytime you decide.

Anytime. That’s awesome. That’s awesome. Not appreciate the the insights there, Mario. We’re getting close to the end here. Hey, do you have any book recommendations for us?

Maybe one. Sure.

From the perspective of looking at opportunities in and challenging in new ways. One of the books that really got me excited about the future of.

Business and particularly how to deploy tools. What’s Blitz scaling from the gentleman who was the founder of LinkedIn? Right.. And when we read that book, we said, why haven’t many of these? Consumer engagement strategies been deployed in healthcare. And we actually started engaging them. The biggest comment that comes from the book, in my mind at least, is the creation of a network effect Right., where every time a tool comes into the network, the network becomes that more powerful. And we looked at that and we instituted that as one of the core principles of what we were doing in health. And it was prescient in the ability to create this network effect in health, because at the end of the day, that’s what makes a solution powerful.

So looking at a book on how to scale a startup company, we found one of the key tools, and the gentleman name is Hoffman. We were able to find a nugget of wisdom that said, hey, can this be applied to health care? And by applying these basic technology principle into a health care solution, we’ve been able to create a network effect, which was a really, really cool way of taking a concept that is foreign to health care and embedding them through a solutions that that plays by the rules, the regulations and the methodologies that health care has to follow. So that’s a look that I recommend many people read if they have to blitz scaling. Let’s go. Yeah, call me.

I love it. Great recommendation. Mario definitely wrote that one down. And folks, sounds like one that you would probably enjoy as well. So pick that one up. Do you want the show notes, the full transcript and links to the resources and things that we’ve discussed here with with Mario from Health. Just go to outcomes rocket that health and in the search bar type in Roy H o y. You’ll find all that there. Mario, our conversation today has been truly insightful and exciting. And before we conclude, I’d love if you could just leave the listeners with a closing thought. And then the best place where they could engage with you to further the conversation.

Sure. Thank you. First of all, sorry for the opportunity to share our mission with your audience. This this these tools that you’re bringing to your audiences. One of the elements that we see is very, very, very important for us in getting our missional. The thought that I want to leave everybody with is particularly applicable to these times or were an endemic. And where we’re in social strife, because a lot of the issues that are happening across the U.S. currently, at the end of the day, we have to realize one thing. We’re all in it together. All right. And by being all in it together, that means that those who have privileged, those that have less have to work together to be able to achieve not only a better, more just society. But when you apply that to aspects such as health care, as business and the like.

I would really look at.

And hopefully view others adopting models. That’s if they listen. Profit isn’t really important because we’re in a capitalist society.

But there has to be a mission that is accurate to, in the benefit of your organization, deriving benefit to a member, to a consumer, to a community. And hopefully we are putting a little bit or one grain of sand on a beach that ultimately will drive the better outcomes from a health care perspective for those communities. And we love to connect to any institution, any health care provider who wants to help us achieve that mission.

Our contact info is email at OIT Health, dot com info at OIH Health dot com. Our Web site is OIH Health dot com and you can reach me there. I’m all linked in Twitter. All your social media networks love to connect with anybody who wants to talk about how we can jointly address either their community’s needs or how oi health can be a tool for them to engage with their patient populations and against all odds. Thank you for the time.

It’s been a pleasure talking to you and look forward to reconnecting in the next couple of years and giving you an update on how we’ve grown our business and how the health care landscape has changed for those underserved communities across the US and the rest of the world.

Mario, thank you. Definitely look forward to our next chat. And I want to thank you on behalf of all of us listening that you came to share what you guys are up to. So thanks again for for spending time with us.

It’s a pleasure and an honor. Thank you. Take care.

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Things You’ll Learn
–> Healthcare works for everybody, including the incumbent.
–> Get consumers engaged with his or her care.
–> Access, cost, engagement, and compliance all delivered to where patients are.
–> The path to success was the find the right partners.