business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Product Strategy for Startups (english) #GoogleLaunchpadBenno Lœwenberg
Countless numbers of products are put out in the wild, that nobody asked for. Building something, that people actually need or want is enabled through a well shaped product strategy.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals & vision into product design and business model, that take customer needs and market affordances into account.
#ProductStrategy, #ProductMarketFit, #MinimumViableProduct, #MVP, #JobsToBeDone, #JTBD, #LeanStartup, #LeanProductProcess, #ProductLifecycle, #RiskiestAssumptionTests
Traditional software organizations have spent the last decade+ adding sales headcount as revenue targets increase, fine-tuning cold calling strategies, and pushing reps "always be closing." But, it’s time to face the harsh reality: the future of a successful go-to-market strategy is product-led. In fact, the most successful IPOs and fastest growing private companies of the past five years all orient themselves around a cost-efficient product-led go-to-market. You have the opportunity to get ahead of the curve and change your sales motion, but only if you commit now to building a product-first organization.
In this session, Devon will discuss:
- How to adapt your organization to a product-first model
- Optimize conversion through stronger prospect engagement with a focus on customer success
- Lead your organization internally to make the shift to Product Qualified Leads
- Redirect spend and maximize output
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
An Introduction to Growth Hacking. Goes over what product / market fit is and how to achieve it. Explains each piece of the Growth Hacker Funnel: Acquisition, Activation, Retention, Referral, Revenue. And gives numerous examples and tools that growth hackers use for each step in the funnel.
Jerry Chen, partner at Greylock and former VP of Cloud and Application Services at VMware, shares his Unit of Value framework for startups building a go-to-market strategy. He developed this strategy while managing product and marketing teams at VMware that shipped many “1.0” releases, including VMware VDI, Cloud Foundry, and vFabric, and continues to use the framework to evaluate companies as an investor.
The SaaS Founder’s Journey: What Matters at Each StageDavid Skok
From a talk given at SaaStock 2017 in Dublin, this slide deck covers the three stages of a startup, the most important question founders should be asking to ensure survival/success, and how to build and scale a sales funnel.
User Research to Validate Product Ideas WorkshopProduct School
Learn how to leverage User Research techniques to validate customer demand for new products and features before writing a line of code.
See best UX best practices, different user testing experiences (Moderated & Unmoderated) and how to analyze user flows.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Product Strategy for Startups (english) #GoogleLaunchpadBenno Lœwenberg
Countless numbers of products are put out in the wild, that nobody asked for. Building something, that people actually need or want is enabled through a well shaped product strategy.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals & vision into product design and business model, that take customer needs and market affordances into account.
#ProductStrategy, #ProductMarketFit, #MinimumViableProduct, #MVP, #JobsToBeDone, #JTBD, #LeanStartup, #LeanProductProcess, #ProductLifecycle, #RiskiestAssumptionTests
Traditional software organizations have spent the last decade+ adding sales headcount as revenue targets increase, fine-tuning cold calling strategies, and pushing reps "always be closing." But, it’s time to face the harsh reality: the future of a successful go-to-market strategy is product-led. In fact, the most successful IPOs and fastest growing private companies of the past five years all orient themselves around a cost-efficient product-led go-to-market. You have the opportunity to get ahead of the curve and change your sales motion, but only if you commit now to building a product-first organization.
In this session, Devon will discuss:
- How to adapt your organization to a product-first model
- Optimize conversion through stronger prospect engagement with a focus on customer success
- Lead your organization internally to make the shift to Product Qualified Leads
- Redirect spend and maximize output
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
An Introduction to Growth Hacking. Goes over what product / market fit is and how to achieve it. Explains each piece of the Growth Hacker Funnel: Acquisition, Activation, Retention, Referral, Revenue. And gives numerous examples and tools that growth hackers use for each step in the funnel.
Jerry Chen, partner at Greylock and former VP of Cloud and Application Services at VMware, shares his Unit of Value framework for startups building a go-to-market strategy. He developed this strategy while managing product and marketing teams at VMware that shipped many “1.0” releases, including VMware VDI, Cloud Foundry, and vFabric, and continues to use the framework to evaluate companies as an investor.
The SaaS Founder’s Journey: What Matters at Each StageDavid Skok
From a talk given at SaaStock 2017 in Dublin, this slide deck covers the three stages of a startup, the most important question founders should be asking to ensure survival/success, and how to build and scale a sales funnel.
User Research to Validate Product Ideas WorkshopProduct School
Learn how to leverage User Research techniques to validate customer demand for new products and features before writing a line of code.
See best UX best practices, different user testing experiences (Moderated & Unmoderated) and how to analyze user flows.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Case Study "Using Real Time Clinical Data To Support Patient Risk Stratification in The Clinical Care Setting"
HealthInfoNet operates the statewide health information exchange in Maine. The exchange currently manages clinical and patient care encounter information on 97 percent of the residents of the State of Maine. The information is gathered in real time, standardized, and aggregated at a patient specific level to support treatment. For the past three years, HealthInfoNet has worked with HBI Solutions, Inc of Palo Alto, CA to utilize this real time clinical and encounter data to support the development of predictive analytic tools that risk stratify patient populations and individual patients for future incidence of disease, cost, and both inpatient and ambulatory care encounters. These real time predictive models have now been used in clinical care settings for a year. The presentation will cover both lessons learned to date from implementing and optimizing real time predictive analytic tools and the early finding of the impact that the use of these tools is having on patient care management, utilization and outcome.
Devore Culver
Executive Director & CEO
HealthInfoNet
As pressure mounts on hospitals to improve quality and reduce costs, they have turned to medicine's fastest growing physician specialty—hospital medicine---to improve clinical performance and operational efficiency. How this new role for hospitalists plays out varies according to the type, location and creativity of individual healthcare organizations and the resources available to them. This editorial webinar will explore the steps health care organizations should take to prepare and position their hospitalists for quality-improvement responsibilities. Our panel of experts will share their insights, experiences and proven strategies for success.
Rob Reid: Redesigning primary care: the Group Health journeyThe King's Fund
Rob Reid, Senior Investigator at Group Health Research Institute, explains the journey taken by Group Health in support of integrated primary care. A case study in how primary care can be delivered effectively and efficiently to a population, Rob laid out the challenges facing general practice in the States, and how Group Health worked to improve the situation for both patients and the workforce.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Speaker presentation from U.S. News Healthcare of Tomorrow leadership summit, Nov. 17-19, 2019 in Washington, DC. Find out more about this forum at www.usnewshot.com.
Similar to Carematch Engr245 2021 Lean Launchpad (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Solid waste management & Types of Basic civil Engineering notes by DJ Sir.pptxDenish Jangid
Solid waste management & Types of Basic civil Engineering notes by DJ Sir
Types of SWM
Liquid wastes
Gaseous wastes
Solid wastes.
CLASSIFICATION OF SOLID WASTE:
Based on their sources of origin
Based on physical nature
SYSTEMS FOR SOLID WASTE MANAGEMENT:
METHODS FOR DISPOSAL OF THE SOLID WASTE:
OPEN DUMPS:
LANDFILLS:
Sanitary landfills
COMPOSTING
Different stages of composting
VERMICOMPOSTING:
Vermicomposting process:
Encapsulation:
Incineration
MANAGEMENT OF SOLID WASTE:
Refuse
Reuse
Recycle
Reduce
FACTORS AFFECTING SOLID WASTE MANAGEMENT:
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Power-sharing Class 10 is a vital aspect of democratic governance. It refers to the distribution of power among different organs of government, levels of government, and social groups. This ensures that no single entity can control all aspects of governance, promoting stability and unity in a diverse society.
For more information, visit-www.vavaclasses.com
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Providers
Medical Groups
Hospitals
Physician Clinics
Payers
Center for Medicare &
Medicaid Services
Commercial Insurance
PACs
Home Health
Skilled Nursing Facilities
Rehab Centers
Long-term Acute Care
First, let’s step back and understand the major roles in the US
healthcare system.
Patients
4. We noticed that many patients were experiencing delays in the
last step of the referrals process, costing the healthcare system
upwards of $80 billion every year.1
1 - Estimates put discharge delays = 8.8% of total hospital spending x 2017 total hospital spending estimates of $1.1 trillion = $88 billion.
5. CareMatch V1
AI to Match Patients to
Post-Acute Care Facilities
CareMatch is a predictive algorithm that
streamlines the referrals process for patients from
hospitals to post-acute care facilities.
CareMatch helps hospitals decrease length of
stay, decrease costs, and improve patient
outcomes.
Using predictive
tools to reduce
hospital
readmissions
Standardizing
data flows
Improving a
clunky referrals
process
And thus, CareMatch V1 was born.
7. We sought to find out what causes the delay
in the referrals process
Clunky referrals process
Week 1 Hypotheses
Non-standardized data
Inability to predict best match facility
8. Who we spoke to and why
Weeks 2-3
10 Case Managers (CMs)
To understand how CMs
facilitate the referrals
process to SNFs
8 PAC Admissions Members
To understand what PAC
Admissions are looking for
when they receive a referral
3 Stanford Physicians
To understand the
physician’s role in the
referrals process
Stakeholders in the referrals process
10. “Biggest delay seen is due to medical complexity,
followed by insurance pre-authorization.”
Insurance authorization is the bottleneck because
insurers don’t want patients to go to facilities.
Case Manager @ Stanford Health Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
“I will always reject a PAC referral if I think a patient
could heal at home with a few extra days in the hospital”
Insurance Director
11. Providers
Believe payers blindly
reject care plans and put
patient recovery at risk.
Payers
Believe facilities
overcharge and
unnecessarily retain
patients.
Facilities
Reject patients that they
believe are too complex
from providers.
Patients caught in crossfire: payors don't want pay for PACs
and hospitals don’t feel like home is safe
Patients
13. Original Solution
A SNF-at-home service that helps
higher acuity patients transition to
home health safely.
We focused on re-aligning incentives between payers
and hospitals.
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
A predictive algorithm using
EHR data to best match
patients to post-acute care
facilities.
Revised Solution
14. We examined SNF-at-home through: unit economics,
customer satisfaction, and clinical outcomes.
Is it cost effective?
Board Member @ Payer &
UnitedHealth MA plan
Director of Population
Health @Medical Group
PTs, OTs, Nurses, MDs, Case
Managers
Who cares? Will quality of care be
maintained?
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Economics Customer Clinical
Who we
talked to:
Who we
talked to:
Who we
talked to:
15. Home Health is significantly cheaper.
Cost per Skilled Nursing Facility
Stay
~$8,000
Cost per Home Care Episode
$2,732
“We would never want to send
patients to PACs. We always
prefer home care.”
– Payor
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
vs.
16. We identified providers (medical groups) who own risk
as our customers.
Providers
Medical Groups
Hospitals
Physician Clinics
Payors
Center for Medicare &
Medicaid Services
Commercial Insurance
Facilities
Home Health
Skilled Nursing Facilities
Rehab Centers
Long-term Acute Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Patients
17. Medical Groups aim to decrease readmissions rates &
maintain patients’ health
“We own patient’s care from hospital to
home” – VP Population Health at a Medical Group
“Value-based providers have huge interest in
optimizing the process as it saves money and improves
quality of care...30 day readmission rate is the most
important figure” – CMO
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
18. Roadblock: “Patients go to SNFs because they need
more hours of care” - PT
PT
OT
Speech
ADLs
Wound
IV Abx
Catheters
Meds
DME
Ostomy
1-2
hrs/week
for all
services
1 hr/day
for most
services
24/7
nursing
care
Home
Health
Skilled Nursing
Facility
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
19. There’s no way to increase hours of care but there is a
way to increase level of care
Post-Acute
Care
Focus on
rehabilitation
LTAC
SNF
Rehab
HH
Level
of
Care
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
20. Skilled Staff suggested telehealth and just-in-time visits to
supplement
Triage Monitor Telehealth
“Can triage
patients for
outreach”
– Senior Manager, Medicare
Strategy
“Home Health used
monitoring for patients
with long-term needs”
– VP Population Health
“Can teach and
watch a patient to do
infusions via
telehealth”
– VP Population Health
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
22. Who we spoke to and why
Weeks 7-8
Director of Population
Health @ Desert Oasis
Medical Group
Home Health CEO 2 Physical Therapists 4 MDs
Wound Care Specialist Transitional Care
Manager
Project Manager Occupational Therapist
To better understand which patient indications can be moved into the
home and offers the largest patient population
23. “Wound care is going to be the place to start [in terms of
number of patients impacted].”
Refined patients to those at risk of developing
infections from poor wound management
Director of Population Health
“Having wound care specialists on hand has been
particularly helpful for us in our home health arm.”
VP, Population Health at Medical Group
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
“Wound care makes up around 30-35% of our patient
population.”
CEO, Home Health Agency
24. There is high potential to use telehealth for
patients with wound care needs.
6%
of unplanned hospitalizations in Home
Health patients were due to wound
infections
$36B
Hospital outpatient wound care market that we could
capture1
Activity Potential for Telehealth In-Home Needs
Dressing Change Low
● Wound nurse
● Dressing/Medications
● Wound Vac (DME)
Nutrition and Activity
Adherence
High
● Food that adhere to dietary
needs
● Caregiver to monitor for falls
MD Check-In High
● Telehealth technology
● Camera to view wound
● Ability to measure depth of
wound
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
1: CMS – Table 4 Medicare spending for wound care by type of service in 2014 by wound type
26. Three pillars of our MVP
Proprietary algorithm that evaluates
patient risk.
Predict risk level of
patients under home
health using EHR data.
Deploy remote vital trackers, call
center staff, and image capture app
to provide further data collection.
Deploy added data
collection on high risk
patients. If conditions deteriorate, act as a
telehealth on demand with specialists
to review the condition and advise on
care intervention.
Connect to supporting
services on demand.
27. MVP
Algorithm predicts risk
of readmission
Enables us to stratify patients and
schedule provider routes
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
28. MVP
Provider Dashboard &
Patient Details
Allows providers to manage patients
based on risk profiles and readmission
probabilities.
Click here
and get
taken
individual
patient
dashboard
29. MVP
Management View
Tracks key metrics for Medical Groups
on an aggregate level
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
30. Key Partners
• Wound Clinics
• Home health
agencies
Key Activities
1. Predictive algorithm to
identify patients at
highest risk for
readmissions
2. Technology package to
monitor patients
3. Alert system to dispatch
skilled staf
Value
Propositions
Problem 1: Lack of
skilled staff hours
available to HH
agencies to provide
consistent care
Solution 1: Provide
telehealth +
continuous
monitoring to increase
access/touch points
with skilled staff to
improve patient
outcomes and lower
costs + increase
efficiency of care
Customer
Relationships
• Provide data
analytics and insights
into how process has
improved cost savings,
readmissions rates etc.
Channels
• B2B: 1-sided market
- cost sharing
with Medical
Groups
Customer
Segments
• Population Health
Directors at Medical
Groups
• Independent PT, OT,
Caregiver, Medical
Aide practices
Key Resources
• AI Predictive
Algorithm
• Call Center
• Telehealth platform
• Remote patient
monitoring
Cost Structure
• Development and maintenance of tech infrastructure
• CareMatch team and contractor salaries
Revenue Streams
• SaaS for value-based care providers
Key Activities
Predict patients with
highest risk of
readmissions
Monitor patients
with technology
Connect to
Supporting Services
on Demand
Value
Proposition
Decrease
readmissions
Decrease costs
Increase efficiency
of care
Customer
Population Health
Directors at
Medical Groups
31. What’s Next
How we plan to take CareMatch forward post-LLP
Pilot Program in Wound
Care
Proof of Concept with
Medical Groups
Secure External
Financing
Scale with more Medical
Groups
Monica Liu
MD/MBA
monicaml@stanford.edu
Louis Blankemeier
PhD/MS EE
lblankem@stanford.edu
Leading CareMatch Forward