Episode 1932 Transcript:



Announcer

And now America's Healthcare Advocate, Cary Hall.

00;00;05;17 - 00;00;24;17

Cary Hall

Hello, America. Welcome to America's Healthcare Advocate show. Broadcasting coast to coast across the USA. Here on the HIA Radio Network. Thank you for joining us and making us one of the most listened to talk shows see out the United States, 201 affiliates strong because we now have WGBS AM in Largo, Miami, Florida.

00;00;24;17 - 00;00;42;00

Cary Hall

We're pretty happy to welcome on board. I want to thank Al Christopher, program director there for putting us on. We're happy to be on WGBS AM in Florida once again. Now we're up to 201 stations. Thanks to all of you. You know, the other thing that's going on and I talk about this on most of the shows is our podcast platform.

00;00;42;03 - 00;01;11;24

Cary Hall

As my cameraman behind us, Dave Thiessen, is moving around, showing what we're doing here in studio. That podcast has gotten really, really popular. We are on 14 podcast channels Amazon Music, Apple Audacy, Google, Overcast, Pocket Cast, Pandora, Rumble, RSS Feed, Speaker, Stitcher, Spotify and TunIn. Those are all the ones we're on. In addition to YouTube, it's averaging well, so far we got 61,175 downloads and that's about a month and a half old.

00;01;11;24 - 00;01;28;16

Cary Hall

So there are an awful lot of you paying attention to these programs. So when you hear one of these shows, if you want to tell somebody about it or pass it along or you just like going up on the podcast and listing, they're all posted up there and they're also all posted up on YouTube. So we're very happy to have you on board.

00;01;28;18 - 00;01;50;01

Cary Hall

If you are chronologically challenged and you're looking for Medicare, we're getting to this Medicare open enrollment season. You can always call the good folks at RPS Benefits by Design. 877 385 2224. The lovely Joyce Thompson or Carolee Steele are both experts. They're more than happy to help you and if you're just looking for something, I don't care where you're at in the country.

00;01;50;01 - 00;02;07;21

Cary Hall

You could be in Arizona, you can be in San Bernardino, you can be in Largo, Florida. But if you need help, they're happy to help you. Additionally, if you're looking for employer sponsored health care, Maria Ahlers at RPS Benefits by Design is also an expert and has a host of resources and things she can show you to make a difference.

00;02;07;25 - 00;02;17;22

Cary Hall

All right. So we're doing a show today with Gavin Quinnies and Gavin is the CEO and founder of US Health Center. So welcome to the show, Gavin.

00;02;17;25 - 00;02;18;23

Gavin Quinnies

Thank you very much, Cary.

00;02;18;24 - 00;02;42;18

Cary Hall

Glad to have you on. Now, you know, what I try to do on this broadcast is I try to bring things to the forefront people, programs, companies that do things that are cutting edge, things that impact health care and help health care cost. So this show is about that. And I'm going to read you a piece out of The Wall Street Journal from September 8th real quick, and that'll frame up what we're going to do today.

00;02;42;20 - 00;03;14;29

Cary Hall

So the headline here is Employers Health Plan Costs to Swell. Health Insurance costs are climbing at the steepest rate in years, some with some projecting the biggest increase in more than a decade will wallop businesses and their workers in 2024. Costs for employer coverage is expected to surge 6.5% for 2024. Such a boost could add sickness economy to the price tag for employer sponsored plans that already average more than $14,600 a year for each employee.

00;03;15;05 - 00;03;36;15

Cary Hall

Employers worry the hike will signal a new trajectory, with health costs resuming their rapid upward march through the 2000s. All right. So there have been multiple articles in the Wall Street Journal and other newspapers and other publications about this. The problem is this is the problem. Okay? We know the costs are going up. How do you contain the cost?

00;03;36;17 - 00;03;57;03

Cary Hall

That's why I have Gavin Quinnies is on here today. So a little bit about Gavin. Gavin serves as a chairman and CEO of US Health Center. He is responsible for the day to day operations of the company. He was he's a trained engineer and management systems. Mr. Quinnies started his career developing artificial intelligence. Aha. And you're going to find out why that's important as we talk today.

00;03;57;08 - 00;04;16;28

Cary Hall

He worked in the aerospace industry before co-founding you U.S. Health Center. That's the name of company. Mr. Quinnies operated a consulting company for quality, safety, health and life science. His largest client was IBM. I think this guy knows his way around the block a little bit. So welcome. We're very happy to have you. You heard me set this up, Gavin.

00;04;17;00 - 00;04;42;19

Cary Hall

So the frustration is that employers are sit there every year and they have these issues to deal with and they're looking for solutions. And oftentimes there aren't a lot of solutions. So what winds up happening is they're seeing these continued escalating costs, but they don't know how to get them under control. Now, what we're going to talk about today with U.S. Health Center is exactly the tools that you have that help them do that.

00;04;42;23 - 00;05;04;25

Cary Hall

But before we get to that, this is very frustrating. It's frustrating for the employer, It's frustrating for the broker. It's frustrating if you're a TPA manager, third party administrator. So what do you see as the root causes this that we continue to see this climbing escalation in terms of costs?

00;05;04;28 - 00;05;08;29

Gavin Quinnies

Oh, well, that's a two hour conversation, of course, and we only.

00;05;08;29 - 00;05;09;14

Cary Hall

Have an hour.

00;05;09;15 - 00;05;42;04

Gavin Quinnies

So just that question Yeah, I think in summed up in the fact that the root of the roots is as with any problem, it's just kind of rotten at the core. The motivation to reduce costs is, in this case in the hands of the consumer, i.e. the member, i.e. the employer, sometimes the association plan sponsor, and yet they're not the ones that are controlling the cost.

00;05;42;06 - 00;06;14;29

Gavin Quinnies

There are client and and it really has to go back to, as in any other commercial enterprise, the cost containment has to happen at the source. And in this case, the source is really twofold. One, you've got the insurers. And secondly, you've got the providers. And they're controlling the cost in a couple of different ways. Number one, in their world, utilization and expensive claims make them more money.

00;06;15;01 - 00;06;48;05

Gavin Quinnies

So if you've got a $100,000 heart attack, you make less money than if you have a $300,000 heart attack. The same for cancer. Those same claims, medical events, medical claims. Both are the bane of the medical plan, the employer sponsored plan. We call them shock claims as well as those that tend to be the greatest impact in ruining a given individual and family's life.

00;06;48;07 - 00;07;07;17

Gavin Quinnies

So the whole goal should be centered around those, you know, fixing those problems. And unfortunately, the way the pharmaceutical industry, the way the insurers, the way the providers are paid does not align with that goal. That is ultimately what their clients, us consumers and business owners need.

00;07;07;19 - 00;07;24;17

Cary Hall

Yeah, and the problem is, Gavin, there's no motivation to change it. Okay. And I'm going to drill down a little bit on this. Before we went to ACA and before we had the government step in and really in a way take over the largest part of health care in this country. That's the small group plans, individual health insurance plans.

00;07;24;23 - 00;07;48;00

Cary Hall

You had carriers that had programs to motivate people to be healthy, to change their habits, to do certain things. That all went away. It went away with under the elimination of underwriting and it went away with all the issues it dialed in on Obamacare. And now basically the insurance carriers are like utility companies. The government tells them what they can charge and how much they can make in profit and go from there.

00;07;48;06 - 00;08;27;14

Cary Hall

The people that aren't regulated with that, with that that issue are the hospitals and the providers. So when you see a hospital charging 300% of Medicare and you see another hospital like Oklahoma Surgical Center, so let's just take an example. If you're talking about doing a hip replacement and that hip replacement is $127,000, but you can go to Oklahoma Surgical and get it for $44,000, the exact same surgery with the exact same implementation equipment, etc., at a hospital that has one of the highest ratings and efficiency ratings in the country, as well as, you know, no re-infection rates and all the rest of it, their outcome based ratios are off page.

00;08;27;21 - 00;08;39;13

Cary Hall

How is that that one? What hospital is charging 127,000 and here's Oklahoma surgical over here doing it for 44,000 or 50,000 Gavin.

00;08;39;15 - 00;09;03;17

Gavin Quinnies

Well, part of it is that health care is, of course generally felt to be local. And of course, as a as a member of this economy, I want things to be as local as possible. We want to put the money in the tax base that's in our backyard. However, when you have these disparities, Cary, you've got to think about centers of excellence.

00;09;03;17 - 00;09;29;19

Gavin Quinnies

And that's the same situation we have in any commercial situation. However, in many cases, out of network means the other side of town, the other side of the country. And so to your point earlier, we are bound by the rules of the insurance companies if we go in a fully insured plan. And those rules are set to make sure that that plan has to be financially viable.

00;09;29;19 - 00;09;44;07

Gavin Quinnies

Right. They have to charge enough money to cover their costs, and that includes catastrophic shock claims. Someone's got to be sitting around with a few hundred thousand dollars to write a check for and typically isn't sitting in the employee's bank account.

00;09;44;09 - 00;09;45;19

Cary Hall

No, it typically is not.

00;09;45;22 - 00;10;04;23

Gavin Quinnies

Right. And so there is some logic to to some overcharging to cover those costs. But when it comes to the quality side of it, as with any other situation in your company, in your in managing your organization, which is comprised of people processing equipment, you got to do a better job.

00;10;04;27 - 00;10;20;28

Cary Hall

That's right. And so when we come back from the break here, we're going to talk about how do you do a better job. Now, we've given you the problem. A lot of you already knew the problem. Now we're going to start giving you the solution. Stay tuned. You're listening to America's Healthcare Advocate broadcast here on the HIA Radio Network.

00;10;21;05 - 00;10;24;24

Cary Hall

Coast to coast across the USA. Stay right there. We've got more.

00;10;24;27 - 00;10;58;02

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00;10;58;05 - 00;11;26;00

Steve Kuker

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00;11;26;03 - 00;11;45;18

Cary Hall

Welcome back. You're listening to America's Healthcare Advocates broadcasting coast to coast across the USA. You can learn more about us by going to our website America's Healthcare Advocate dot com. If you've got a question or comment. Send me an email. I am happy to answer them. I get them all the time from people all over the country. If I can help you with anything, I'm more than happy to do that.

00;11;45;25 - 00;12;09;04

Cary Hall

My producer, Mr. Shawn Floyd, I'm your host, Cary Hall, joining me via the Internet on Zoom, modern miracle. Gavin Quinnies CEO and founder of U.S. Health Center. All right. So what we're talking about here today is how do you get costs under control if you're an employer, you can't count on the insurance company to do it. You certainly aren't going to be able to count on the hospital systems that providers do it.

00;12;09;10 - 00;12;31;25

Cary Hall

So how do you do it? Well, you do it with the model that we're going to talk about here today that U.S. Health has. And so the website you want to look at is predictimed.com. This is an AI tool. We're going to get into that today. You've heard a lot about AI, I'm sure recently we're going to talk about how Gavin's company takes that and turns that into a reality.

00;12;31;25 - 00;12;53;24

Cary Hall

And here's the thing I want to impress upon you. This is not a system where we're trying to reduce benefits for employees. It's a system where you actually improve the benefits for employees by lowering cost and being able to do more things for your employees that you couldn't do before because you have more money. So we're going to talk about that and that and how this works.

00;12;53;24 - 00;13;11;14

Cary Hall

So, Gavin, let's just start with an overview of U.S. health and the predictimed.com program. Now, you know, I've been on your website, spend a fair amount of time up there. Just talk about your company and what you consider your mission and how you it how you came to put all this together.

00;13;11;15 - 00;13;42;04

Gavin Quinnies

Well, our mission is easy to start with. It's to reduce health care costs and improve quality of life through the deployment of science technology in a And as with any significant problem, you can't just solve it with a single answer. So technology is a piece advocacy, meaning individuals working with other individuals. And of course, the science is what helps us know who and how and where and why.

00;13;42;06 - 00;14;17;09

Gavin Quinnies

To deploy the technology. And in the advocacy, my experience in coming out of aerospace engineering with a risk minded philosophy approach to problem solving and and then having to run my own businesses and in the early nineties we started bringing to our manufacturing facilities that that I was that I was running as a as a operations person in charge of safety and quality and, and technology and, and production.

00;14;17;12 - 00;14;59;10

Gavin Quinnies

We started bringing health care professionals to those facilities to assess the quality of health of our workers, both as a benefit and as a risk management strategy. Later on, I was able to work with IBM Life Sciences in a similar type of strategy in the pharmaceutical industry. After that stint of kind of consulting with companies to do pretty much what we're talking about today, I ran into my partner, Dr. Raymond Gavery, who started what we would call probably the very first direct primary care subscription based near site onsite medical clinics, and he was a medical doctor.

00;14;59;10 - 00;15;27;22

Gavin Quinnies

So the combination of his understanding of what causes disease, in my understanding of what causes cost really created US health. And we are now celebrating 20 years. We found it ourself in 2003. So we've been at this for a long time. We know what works and what doesn't. And the irony of it, Cary, the sad irony of all of this is it's such common sense.

00;15;27;25 - 00;15;57;11

Gavin Quinnies

Every single organization has safety audits, quality audits, financial audits, compliance audits, you name it. And they take that data and they use it to improve. And yet somehow we don't do that in in in our health care with our third or sometimes second, maybe first marks are expensive costs. But of course, our most valuable asset, we are at the point where robots are doing everything for us and of course, we'll never get there.

00;15;57;11 - 00;16;17;08

Gavin Quinnies

I've been in AI for over 30 years now and you know, there's benefits and there's risk. But when it comes to health care, people work with people. When it comes to benefits, people buy from people. That is just the nature of the world. And what we miss in this industry is just again, a fine, simple, common sense.

00;16;17;08 - 00;16;48;28

Gavin Quinnies

If you know where you are, you then need to find a better way to to where you're going. And that's at an individual level and that's at a at an aggregate or group or population health level. So in essence, what we do is we gather whatever data we can about an individual electronically, could be claims data, could be pharmaceutical data, could be DNA, could be biometric demographic, wearable, anything.

00;16;49;01 - 00;17;20;28

Gavin Quinnies

And we compare that to our A.I. model that we built now 20 some years ago that addresses the question, what causes disease? So heart disease is different than stroke. Breast cancer is different than colon cancer. Depression's different than stress. Arthritis is different than back conditions. Right? We know what those differences are. We know what data to collect, to predict the onset of a condition for a given individual.

00;17;21;00 - 00;17;50;09

Gavin Quinnies

And we represent that risk by condition to the individual in a technology based app, if you will, that tells them exactly what to do, where they're going, why they are there. And that's a piece of the puzzle behind that. We wrap up what most people would understand is care, navigation, coaching and so very specialized, different process, highly personalized.

00;17;50;09 - 00;18;24;28

Gavin Quinnies

Everything we're doing is very personalized. We call it helping the member find their way to their why. So to the average buyer, the average consumer, it looks very much like a very traditional wellness program. Yet the primary difference is everything is hyper personalized and by condition. So just like your doctor isn't going to write a script or maybe do a diagnosis for tobacco or stress or lack of exercise as an example, but they are going to get paid for treating you.

00;18;24;28 - 00;18;26;06

Gavin Quinnies

If you get cancer.

00;18;26;07 - 00;18;28;16

Cary Hall

Fee for service, you have an fee for service.

00;18;28;18 - 00;18;50;16

Gavin Quinnies

The CEO is going to write a check to the insurance company for a condition, yet somehow we don't communicate that to the individual. We say things like, Oh, your BMI is high, your blood pressure's high, your stress is high, but we don't tell them what that's going to lead to. And for a given individual, the same risk factors might lead to, let's say, cancer.

00;18;50;18 - 00;18;55;24

Gavin Quinnies

And for a similarly situated individual, it might be leading them towards heart disease.

00;18;55;26 - 00;19;14;11

Cary Hall

And by making them aware of that, you're starting down the road of preventive medicine. And that's what we're trying to do here. So when we come back from the break, what I'm going to do now is I'm going to go into some of the tools that's available on U.S. Health. And this is really fascinating because this stuff is not complicated.

00;19;14;14 - 00;19;32;02

Cary Hall

As Gavin just said, it's common sense. All right. And you're going to understand why it's common sense. What's going to surprise you is how easy this is to do. What's going to surprise you even more is the impact. And the last piece that's going to surprise you is they guarantee results. Now, that's pretty strong. So stay tuned. We'll be right back after the break.

00;19;32;02 - 00;19;56;16

Cary Hall

Here listing to America's Healthcare Advocate broadcasting here on the HIA Radio Network Coast to coast across the USA, the website is predictimed.com if you want to go up and learn more. It's a great website. Stay there. We'll be right back.

00;19;56;19 - 00;20;03;18

Cary Hall

Welcome back. You're listening to America's Healthcare Advocate show coast to coast across USA here on the HIA Radio Network.

00;20;03;18 - 00;20;26;18

Cary Hall

If you want to learn more about us, you can do that by going to the website America's Healthcare Advocate dot com, my producer, Mr. Sean Floyd. On the audio side, on the camera side, Dave Thiessen is filming all this. It's going to go up on the podcast and YouTube platforms. All right. Joining me again is Gavin Quinn is he is the CEO and founder of U.S. Health, the US Health Center.

00;20;26;21 - 00;20;49;16

Cary Hall

The website predictimed.com. Now, I'll tell you something. Go up on the website, you know, the first thing you're going to see, they've got like six awards across the top of their website that they've been given for for what they have accomplished and the way their program worked. It's validation. So you're listening to this. I know it's Oh well, I got I got a wellness program.

00;20;49;23 - 00;21;14;25

Cary Hall

Yeah, you probably do. And you probably got 10% of your people participating get it? Which is why they typically don't work. This is different model. Okay, so talk about that validation. Gavin that that, that really kind of in my opinion and I've been doing this a long time, 26 years in the health insurance industry, you know, your validation of this is very, very different from the typical model that we see for the wellness provider.

00;21;15;02 - 00;21;24;16

Cary Hall

You know, they put these tools out there, but they don't engage the employee or the employer. Talk about the validation of this before we get into the plan first.

00;21;24;20 - 00;21;48;23

Gavin Quinnies

So we mentioned earlier about our mission science, technology and advocacy. The science piece comes in the mathematics that we put together. Uh, Dr. Gavery worked for a decade to create algorithms that gave us what we need to know about an individual in order to predict the conditions that they're at risk for. Again, that's the Aha moment.

00;21;48;23 - 00;22;22;15

Gavin Quinnies

That's the common sense. That's what we call finding their way to their Why. Well, you think about it from just a science experiment standpoint, What we're trying to do and what we are doing is predicting the future. And we're validated to predict disease prior to the periods of symptoms. Well, the only way to prove that is is to have such a vast amount of people that are participating and enough of them participating in a program that frankly, unfortunately doesn't work for them to obtain or get diagnosed with the condition we predicted.

00;22;22;15 - 00;22;53;15

Gavin Quinnies

They're at risk for. That's a failure rate analysis, right? Sometimes a break fail. Well, you don't want breaks to fail. So we've been validated to predict that with an accuracy of 80 to 93%. Now, that's at the individual level when it comes to to allocating priorities within a risk management strategy of an employer or an ACO or anybody carrying risk or captive, for example, you have to think about frequency and severity.

00;22;53;18 - 00;23;15;25

Gavin Quinnies

And in health care, there's a lot of problems diabetes, hypertension, many of them, most of them aren’t very expensive. And then you've got those few that are shockwaves that are going to blow your, you know, your attachment point. And that's what we want to avoid. So we aggregate the cost according to the known cost of episodes of care.

00;23;15;25 - 00;23;37;25

Gavin Quinnies

And we've also been validated by intelligence for the ability to predict the cost. So when we say to to an employer, a risk taker, this is where your problems are, these are this is how much it's going to cost you a decision can be made as to where they're going to put their efforts because you can't work on everybody.

00;23;37;26 - 00;23;40;05

Gavin Quinnies

Okay? 20% of the population.

00;23;40;08 - 00;23;44;07

Cary Hall

20% population produces 80% of the claims. So let let.

00;23;44;09 - 00;23;44;19

Gavin Quinnies

Let's go.

00;23;44;19 - 00;23;45;01

Cary Hall

Back to.

00;23;45;01 - 00;23;46;05

Gavin Quinnies

Some.

00;23;46;07 - 00;24;10;17

Cary Hall

Yeah, I said this to you earlier. You know, you can't you can't manage what you can't measure. So let's go right back to this and really kind of bring this down for everybody to a level that everybody gets. Okay. If type two diabetes and type one diabetes, there is a diabetes epidemic in this country. It's it's it goes from kids all the way up to those of us that are chronologically challenged.

00;24;10;20 - 00;24;36;27

Cary Hall

Okay. Because it gets to be more of it, more of an issue as you age. Okay. So the question is, if you've got 200 employees and of that 200 employees, you've got 40 that are diabetic, okay, They're going to drive your claims costs harder than the typical employee who doesn't have that issue. All right. So now as Gavin just said, you've identified I've got 40 people in here that have got type one and type two diabetes.

00;24;36;27 - 00;24;58;12

Cary Hall

They've got to have X number of A1 C tests a year. They've got to have insulin, they've got to have medications, metformin, whatever it is. We also need to talk to them about their diet, their lifestyle, because there's an issue here. All right. So you bring that to the employer and then the employer, Gavin, is able to go, Yeah, and then you give him a set of things they can do to implement.

00;24;58;12 - 00;25;01;18

Cary Hall

Let's just keep on diabetes. How does that work?

00;25;01;21 - 00;25;28;14

Gavin Quinnies

Well, I want to make a very, very important point, Cary. What you're talking about is retrospective reporting of what conditions exist right? What our claim to fame is, is ability to predict who's going to be at risk for what. Okay. So in your in your example, the greater impact would be to, of course, manage the conditions that the people have, but more importantly, figure out which of those diabetics are going to have a heart attack.

00;25;28;18 - 00;25;29;02

Cary Hall

Right.

00;25;29;03 - 00;25;39;01

Gavin Quinnies

We're going to have to have something unrelated. Correct. Because I know what you are absolutely going to get somebody under control for their diabetes if they find out they're at risk for breast cancer.

00;25;39;04 - 00;25;39;18

Cary Hall

Okay.

00;25;39;23 - 00;26;03;17

Gavin Quinnies

That is the math of it. So the math of it is all about predicting the future. It's why we call ourselves predictimed. And that's what our validation is in. So it's getting ahead of the disease. It's preventing disease all together. Right? There's two sides of the equation. The demand of the supply and demand is how many problems do you have?

00;26;03;20 - 00;26;26;17

Gavin Quinnies

And if we can reduce that, then you spend less money. And when do you do have a claim, the supply chain management philosophy. But spend money at a stage one cancer instead of a stage four. Right. That's the secret. That's going to be my common sense. So the tools facilitate that. Now, I want to bring up one more point quick about the the awards.

00;26;26;17 - 00;26;48;15

Gavin Quinnies

The awards are different than the validations. The awards are for care navigation, the ability to take somebody from a different spot and make them better. Right. And there's only been three competitions for that in the country for care navigation. We happen to have won them all. And it's the combination of finding the right people to fix, to or to.

00;26;48;22 - 00;27;07;24

Gavin Quinnies

So to fix, we call them finding and fixing them, finding the right people to fix and then focusing on them in a highly concentrated way. So the traditional way is you have a specialist for everybody, a tobacco, fitness, nutrition, diabetic educator, and they're all talking to people about the same thing. Your diet, your diet, Right. The members confused.

00;27;08;00 - 00;27;33;13

Gavin Quinnies

The employer switches health plans and oh, by the way, the member loses their relationship if they even had one. So you've got to find a way to catch them and the catch them is to talk to them about the future. And they all by the time someone gets to the point of having a risk that warrants efforts on their part, on the incentive side of it are engaging around the risk management strategy.

00;27;33;18 - 00;27;55;17

Gavin Quinnies

They're relatively aware they're at that point in their aging process where they're within five years. And as long as we assume that people are on a risk pool for a couple of years, you got to also think about who wants to manage risk for some of that's not going to be out there on your company. So telling someone they might have a heart attack in ten years is irrelevant to the individual.

00;27;55;23 - 00;28;04;28

Gavin Quinnies

That's irrelevant to the risk manager. We need to know in a near term when something is going to happen and what's going to happen so we can educate them so on.

00;28;05;03 - 00;28;32;11

Cary Hall

And the thing there is you go back to your example. If you say to this person to type one diabetic, you're at risk to have a heart attack. In the next two years, you're going to get their attention. Gavin, because you scared the hell out of them, okay? I mean, you know, but it's reality, okay? And so if you if you if you predicted that model or let's say your type two diabetic and you say to them you're going to be a type one diabetic in six months if you don't change what you're doing.

00;28;32;13 - 00;28;48;11

Cary Hall

Oh, and you're going to have to take insulin, then you're going to need an insulin pump. You're going to need this. You're going to that's going to get somebody's attention. It's going to get them to start paying attention to what they do. So what Gavin's doing is he's telling people before they get to the crisis point that there's going to be a crisis, Right.

00;28;48;18 - 00;29;04;22

Cary Hall

And then they're going to give them the solution to that crisis. Now, we're coming up on the break here in about a minute. Okay. But let's talk real quickly about about how you you connect them to the coach and that coach that works with them. And then we come back from the break. We'll get into some of the other tools.

00;29;04;22 - 00;29;05;18

Cary Hall

We've got about a minute.

00;29;05;23 - 00;29;31;26

Gavin Quinnies

30 seconds to do that. But the point is that they go through an assessment activity. It aligns their personal health dashboard to their specific needs. Right. Their education, their rewards, so forth. And then they work one on one with a coach that is assigned to them. And that coach is specifically trained to work on the entire person. It's the medical home in the coaching environment.

00;29;32;00 - 00;29;44;17

Gavin Quinnies

Same concept on PCP, one nurse navigator that helps them understand everything they need to know and then aligning the incentives around that, well, that that's where the you know, it really happens.

00;29;44;20 - 00;30;05;14

Cary Hall

It it is a remarkable process. And when we come back from the break will talk more about that process and how it works. The website is predictimed.com. If you're a broker, okay, And you're listening to this, okay, And you're you're you know, this is a difficult problem right now, especially with the rising costs that I just read out of the Wall Street Journal piece.

00;30;05;19 - 00;30;24;14

Cary Hall

You really need to go look at this because it makes an enormous amount of sense. And by the way, they do guarantee their results, which we'll talk about when we come back from the break. Once again, the website is predictimed.com. You're listening to America's Healthcare Advocate. Broadcasting here on the HIA Radio Network. Coast to coast across the USA.

00;30;24;14 - 00;30;30;03

Cary Hall

We'll be right back with more after the break. Don't go anywhere.

00;30;30;05 - 00;31;01;03

Cary Hall

Welcome back. You're listening to America's Healthcare Advocate show. Broadcasting coast to coast across fruited plain here on the HIA radio network. If you have questions or comments, go to the website America's Healthcare Advocate dot com. Hey, you're the broker or you're in the TPA. And you know, you've got a wellness program that's really not doing the job, but you've got employers that are struggling with these costs go up and tell your the rest of the people, tell your boss, tell some of the other brokers, go to the podcast platform, Listen to this show.

00;31;01;06 - 00;31;19;20

Cary Hall

All right. So you can you can let somebody else understand how this works. This is a very different model using A.I., which is what we just described in that last segment, What they do. I haven't seen anybody that's doing this the way they're doing it, and they have the results, which we're going to talk about here in just a second.

00;31;19;20 - 00;31;40;04

Cary Hall

So the website is predictimed.com. They'll be happy to chat with you. Send me an email, go up on the website, do the contact piece, and they'll be happy to consult with you if you're a TPA. Same thing. Okay. You want a better way to help control costs for your clients? This is it. All right, So let's talk a little bit about what is that?

00;31;40;06 - 00;31;57;20

Cary Hall

What does that look like? You engage with the group that it's 100, 200 employees, whatever it is. They put the full program in place. They run it for a year. What are we looking at? Just some ballpark idea, Gavin, of what we're looking at in terms of reduced cost and management across the board?

00;31;57;22 - 00;32;22;00

Gavin Quinnies

Well, again, we spoke earlier and this darn near gives me chills because the irony is so funny about how simple this is. So I don't care if you go to the Olympic Village, they're going to have 20% of the population is walking around with the condition that's diagnosable within the next couple of years. That's the math of it now.

00;32;22;03 - 00;32;55;29

Gavin Quinnies

You know, health care gets normal by normally normal at about 400 people. So he hires 150 people might be a little different. But after that, it we're all pretty much the same. So given the fact that there are 20% of the population walking around with musculoskeletal, oncology, what I call the metabolics, diabetes, hypertension, heart disease and then mental nervous, they all everyone's going to have something in that category before we go on to the next, you know, life.

00;32;56;01 - 00;33;31;12

Gavin Quinnies

And in that situation, it's about finding them and fixing them. And and so when we assess the individual, we're going to share to that member where they are in their progression of pathology that we're again, all going to face. So because of the fact that we're working with such a large percentage, 20%, we are going to find in a case of 200 people, you know, ten, 20, 30 people that are that need to learn a little bit more about their health.

00;33;31;14 - 00;33;51;18

Gavin Quinnies

And that is the fact that they're facing something that they probably are aware of to some degree. Maybe, maybe or maybe not. Yeah, well, but I mean, generally, when you get to the point of we got to do something or you really need to start working on things, it's beyond just stop eating less cookies. It's I'm getting what grandpa and my coworkers have, right?

00;33;51;24 - 00;34;20;18

Gavin Quinnies

That's part of it. Right. So that aha moment, what we call finding their way to their Why. Why do I need to see the doctor? Why do I need to work on my lifestyle? That's the only two things people have to do. Everyone's got to do it. It's a matter of how and where and when. So, you know, when we come to the outcomes, if you can get one large claim, one cancer, one heart disease, one catastrophic depression, one back surgery off the risk pool, you're going to get your money back.

00;34;20;21 - 00;34;47;15

Gavin Quinnies

So the return can be I can show you programs where you're going to get 27 to 1 return on a back injury prevention program or heart disease prevention program. The fact that the conditions that are going to cost the most money are also the fewest “cats to herd” allow you to focus your efforts. So when you when you look at it like any problem, you've got a lot of problems out there.

00;34;47;17 - 00;35;09;21

Gavin Quinnies

Some might be nuisance, some might be things that need a great deal of attention. Well, we're going to try to do is help the organization focus on that. And, you know, we do that in the aggregate private matter. We know who's going to have what condition, when. And when we reach out to the individuals with rewards centers and and so forth.

00;35;09;21 - 00;35;36;14

Gavin Quinnies

Accordingly aligned with the organization's culture, we're going to have an impact that this doesn't have to be that expensive. There are ways for our program to be completely no cost, leveraging some of the opportunities that we have in our tax code to do that. There are also ways to bill it as a claim and means like that, so doesn't have to be very expensive, but the return on the investment can be very, very significant.

00;35;36;14 - 00;35;57;17

Gavin Quinnies

But I got to tell you, you got to focus on the big problems like anything else. You got to focus on the fact that there are cancers out there and heart diseases in addition to the diabetes and hypertensions. One cancer case will take the cost weight of 25 or 30 hypertensives or diabetics.

00;35;57;20 - 00;36;38;13

Cary Hall

That's remarkable, especially when you frame it like that. Okay. So so you know what you're saying is you said you have less “cats to herd”. You know, if if you're in that 20%, you've got 7% or 8% that are those people. And you can go knock those off the board, if you can knock that $250,000 cancer claim out, if you can if you can knock out that $300,000 open heart surgery by saying to you, hey, you're on the road to be here, if we don't do something now, that's going to get somebody's attention and and you're giving them a path forward to people that are going to work with them to change it, because nobody

00;36;38;13 - 00;36;50;18

Cary Hall

wants to have to go through that. If you say to somebody you're on the road to this particular situation with an open heart surgery, do you know what an open heart surgery is? You know what they're going to do to you? You know, the recovery time for that. You know, the pain in the hell you're going to go through.

00;36;50;24 - 00;37;10;14

Cary Hall

You probably got their attention. So you know, ladies, generals, we're coming up on the end of the show here. That's why I do these kinds of broadcasts. I guarantee you that 90% of you out there in this audience, whether you're brokers or TPA people or an employer, have never heard of anything like this. All right. And, you know, A.I. is a really big deal.

00;37;10;14 - 00;37;31;03

Cary Hall

I just saw the other day where Elon Musk. Benjamin Netanyahu from Israel is meeting with Elon Musk. What do you the meeting about their meeting about A.I. Okay. So this is what's coming. It's already here. Okay. This is what Gavin's company, U.S. Health, has has done. This is this is the program that works. And it's a program that makes sense.

00;37;31;03 - 00;37;48;20

Cary Hall

Okay. And if you're interested in this, you want to learn more about it. You can go to the website predictimed.com. Just ask. Fill up the contact sheet. They'll get with you. Learn something that can make a big difference. You want to have an impact. You're the broker. You want to have an impact out there with your employer.

00;37;48;25 - 00;38;00;05

Cary Hall

This is how you do it. This is the way that makes sense and make a lot of sense. Thank you for doing this today. This was great. I got to feeling we are going to do some more of these. This this is this is a pretty good, too. Yeah, it's a great topic.

00;38;00;07 - 00;38;04;24

Cary Hall

And now, ladies and gentlemen, I'll leave you with this thought from Albert Einstein, the one who follows the crowd.

00;38;04;24 - 00;38;23;11

Cary Hall

They usually get no further than the crowd. The one who walks alone will likely find himself in places no one has ever been. Remember, friends. It's a funny thing about life. If you refuse to accept anything but the very best, you most often get it. Thank you for listening to America's Healthcare Advocate Show. Broadcasting coast to coast across the USA.

00;38;23;12 - 00;38;24;28

Cary Hall

Goodbye, America.