What Makes Surgical Directions Unique

Learn how Surgical Directions is powering the future of Perioperative and Procedural care one implementation at a time.

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[00:00:08.56] Surgery is a very, very complicated world and it’s a place where a lot of people tend to not have a lot of knowledge in because it’s political or it’s very nebulous. And as opposed to being a consulting company that just throws a bunch of smart people at the problem, we actually have a lot of people who have a lot of experience in the surgical space to help offset those hurdles of the learning curve that those smart people will have. So we’re able to accelerate solutions that a lot of organizations or a lot of other organizations can’t, and then we’re also able to do it in a way that we are able to hand the reins to the hospital or the facility so it’s sustainable in a way that a lot of other companies aren’t able to.

[00:00:53.54] Each client has their own nuances of what they need. Some of it could be scheduling, some of it could be surgeon access, some of it could be material management, some of it could be anesthesia, but I think at the start we’re able to go into a hospital or a facility and say, “Hey, here’s where you are today,” compared to what is best practice and compared to what we see in terms of a baseline we go into an organization. “And here are the key areas you need to focus in on and here’s what you can actually elicit as a result from that.”

[00:01:21.15] And then I think the key there is a lot of companies can do that assessment part. I don’t think they can do it as well as us because we actually have the experience along with it. But when you– but we can handhold an organization through the implementation. What I need is a physician colleague to be able to hear– “Here’s the data, here’s the story, here’s what we think needs to happen, but using your clinical lens can you help provide that context? And then have the conversation with your surgical peers or your anesthesiology peers to get them to kind of see the light.” And think through that is how we’re able to make a difference much more than just me being able to have that data.

[00:02:04.47] Once we’re able to move that from our physician to their physician. When I’m able to empower their physician with that data for them to have those crucial conversations then they really are able to own the change that we’ve made and sustain it even once we’re gone. So we create performance improvement teams, those performance improvement teams have accountability to our governance, I mean, so there’s always that layer of alignment and structure in terms of how we’re organizing things. But some clients they need somebody– they’re short staffed, they need to move the cheese quickly, we need to make sure we get surgeon buy in.

[00:02:38.61] So sometimes we’ll go in there, “Here’s a prescriptive solution, what do you guys think? Is this something you could tolerate?” Versus other organizations where they have the bandwidth say, no, we want to come together and really think as how we want to organize solutions. So we’ll be more facilitators, kind of source what they think they need to do, but I think through that– the goal is that we’re actually able to see the needle change. Whether it’s first case on time starts, turnover time.

[00:03:03.90] And I think– one thing I really admire about our team is there’s a sense of pragmatism. We’re going to make the change. It may not be through this first solution in but as long as we iterate and we’re actually constantly working towards that change, the surgeons see it, the anesthesiologists see it, that’s the mindset change that we actually are able to hardware in the organization that it’s not a one stop fix. It’s this continuous improvement life cycle that we have to iterate to get to where we need to be and then we move on to the next challenge. And I think that sort of thinking is what we try to bring to our clients and, hopefully, once we’re gone that’s sustained.

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