Follow The Brand Podcast with Host Grant McGaugh

Powering Vision, Promoting Value: Pedro Valdes Jr. Leads with Purpose in the Shadows of Healthcare

• Grant McGaugh CEO 5 STAR BDM • Season 3 • Episode 31

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Thanks for tuning in to this episode of Follow The Brand! We hope you enjoyed learning about the latest marketing trends and strategies in Personal Branding, Business and Career Development, Financial Empowerment, Technology Innovation, and Executive Presence. To keep up with the latest insights and updates from us, be sure to follow us at 5starbdm.com. See you next time on Follow The Brand!

Speaker 1:

Hello everyone and welcome to the Follow Brand Podcast. We're going to bring it back to Miami, florida, my home for 27 years. Even though you can see me now in the Omaha area, omaha, nebraska area people are like wow, but you also see me in the St Croix Virgin Islands as well, as I've expanded. But I love bringing it to Miami. I love talking to healthcare leaders. We're going to talk about someone with such a story.

Speaker 1:

It made me stop and really listen to what he had to tell me about his journey as a healthcare executive. I'm talking about Pedro Valdez Jr. He has a great story. We're going to share that story with all of you because I've got a lot of people in the healthcare world like, hey, we're going to share that story with all of you because I've got a lot of people in the healthcare world like, hey, let's hear from what I call from the horse's mouth, the ones who's actually living in the trenches day in, day out, and he has some goals that he wants to accomplish and this is the track for others to follow in his footsteps. So if you'd like to introduce yourself, pedro, go right ahead.

Speaker 2:

Good afternoon. Thank you very much, grant. My name is Pedro Valdez. I've been a practicing nurse for the last 22 years approximately. I started off as an LPN in an emergency room and then I became an RN. I worked there for about 13 years, more or less. Then I transferred to the trauma OR, first as a bedside trauma OR nurse. Then I became coordinator for three different service lines trauma OR, pediatrics and ENT. Then I became a mid-level practitioner. I went to work in the primary care setting. I also did acute indication setting for infectious disease and then I returned back to nursing as a leader, as a manager in corrections an area completely new to me, novice to me, and it has been a very gratifying experience.

Speaker 1:

I would say the least. We worked together for about four weeks or so just understanding your story and helping me understand what is a health care leader like in a system. Like you know, when you're in what they call TGK, we don't always like people like what is it? Well, that's the city jail in Miami, but they also have health care needs that are very, very important. But before we go there here's the question, because you mentioned a lot of things, but I didn't hear you say the ER, the emergency room and your inspiration for becoming a nurse in the first place.

Speaker 1:

Everybody has an origin story like that. You were going in a certain direction. Then, boom, you went in this pivot. Like you know what? Aha, I want to go into nursing, and here's why. What's your origin story in that area?

Speaker 2:

Well, I never wanted anything to do with healthcare, actually, I wanted to be a lawyer. I wanted to be a lawyer and I graduated high school. I was going to college, I was working on my credits for my liberal arts to then go on to law school and I remember I just finished my AA and I read a story about a guy. He got incarcerated, condemned to a death penalty. He unfortunately was put to death and then he found out he was innocent and the brand of law that I wanted to do? I wanted to do criminal law, I wanted to be a prosecutor.

Speaker 2:

And that specific story really impacted me because I've always wanted to help people and I thought as a lawyer I could help put away the bad guy, I could take care of the community by making sure that there were no bad people on the streets. But this particular person's case, it really impacted me because he wasn't a bad guy. He was unjustly, incorrectly incarcerated, condemned to death and he was found to be innocent. And I asked myself can I do that? Would I be capable of incorrectly prosecuting somebody? And so then I pivoted and I enrolled in a local vocational nursing program at a hospital. I became a licensed practical nurse and then I became a registered nurse in the ER.

Speaker 1:

Wow, I mean, that's a story, I mean that's gut-wrenching to find out that he was actually innocent. And then you see that like, wow, you know. So that gets the juices flowing. Now you work in a very, I'd say, complex health care environment, right, and you know he went from the OR to what we call correctional health, high-stakes situation, a lot of things that you know. Normally in a hospital you're not worried about other things than someone who does incarcerate. That's a different thing. So how have these situations carried forth in these kind of opportunities to teach you about leadership under pressure?

Speaker 2:

My experiences in the ER and then my experiences in the OR. Those were all high stakes, high pressure environments, but they were acute care, they were inpatient and they had their own very unique set of challenges. The correctional system is a very specialized area. It's not an acute care area per se like a hospital, but it has just as unique, or even more unique, challenges that really impact how healthcare can be delivered there. So working in an inpatient area in an acute care area, it taught me a lot of skills Time management, prioritization, teamwork. It taught me a lot of things that I was able to bring with me and apply here. The challenges here are more security-based, they're more safety-related as opposed to the hospital. So it was a very, very big pivot and I'm very glad that I did it because I got to experience, learn, appreciate and grow to love a very underserved patient demographic.

Speaker 2:

Going through nursing school, you're taught that underserved demographics are the homeless, the incarcerated, and I always ask myself why the incarcerated? Because I always heard that there was healthcare within systems and then, when I began working here at Corrections Health Systems, I realized that it was very underserved because we're dealing with people that are incarcerated, so they're 99.9% of the time coming in hostile. They don't want to be there. A lot of them are really really sick but they don't take care of themselves, so they're very noncompliant. And a lot of them are really sick and they don't know that they're sick because they haven't had access to health care.

Speaker 2:

So every single person that gets arrested and is brought to us, we evaluate and we have discovered quite a lot of things. We have discovered a lot of illnesses, and not just in older people but in younger people too. There was a young man, I would say in his mid-20s, that our chief medical officer was actually doing a leaders in the field event. She was doing patient care in the main clinic and she encounters this young man who was just reporting anxiety and in the demographic that we serve, anxiety is a very common complaint and often dismissed because they're incarcerated, they're nervous, they're afraid. But she evaluated this young man, looked at him from the perspective she needed to look at him from and she discovered that he had a very severe congenital heart issue, a cardiomyopathy, that, if untreated, would have proven fatal. With any exertion he would have died into an arrhythmia, would have died that is.

Speaker 1:

I mean those kinds of stories, you know. Stop people because no matter what, you're incarcerated, you're a human being. You're a human being first and you, you know you have. You have rights, human rights. And you told me something I just didn't really comprehend or think about that. Some people intentionally go to jail because they get access to care.

Speaker 2:

I don't think a lot of people realize that access to care. I don't think a lot of people realize that they do, and that was also something that really impacted me when I first began exposing myself in this particular system was the fact that homeless people will purposely get arrested to have a roof over their head for the night or for the weekend. Some will get arrested, have healthcare performed, go back out into the community and then commit some other crime to just come back and continue seeing the doctor and I was like wow that's.

Speaker 1:

we should never come to that. I find that something we should think about, that as a community, like why, the real reason, why, well, why did you do that? Because it's like it's kind of ridiculous.

Speaker 1:

You just got out and you're going back in. But the root cause of that? Well, I needed. My teeth are bad and I needed to get back to my dental appointment. You know, that's not even a thought that people think about, but something we need to contemplate. Now, when we worked together, we came up with a tagline for Pedro Valdez you go by Peter, Some people know you as Peter as well. Right, so your brand tagline is Powering Vision, Promoting Value. What does that mean to you and how do you live it out in your day-to-day?

Speaker 2:

leadership. I actually love my brand tagline because it goes back to my experiences in high stakes environments where I've faced numerous challenging moments. I've inherited broken teams. I've had to learn processes and rebuild a team simultaneously. I've had to guide team members that perhaps were never exposed to those kinds of moments where everything's falling apart or maybe they were too weak in their roles to effectively lead in their current role.

Speaker 2:

But I would always tell them and I would always begin it this way don't worry, it'll get worse before it gets better, but it's going to get better. I would be very clear and lay it out there very transparently. And I love it because every time you hear somebody say, trust me, don't worry, you cringe. It sounds like a con, like a sales line, you know. But I would tell them don't worry, everything's going to get better and it's going to get harder in the beginning. Why? Because we are rebuilding, we're sending you expectations, we have a vision of where we're going to take the team to, and this is what the vision is. This is the end goal of the vision. But we have to have them understand why we're doing it. We have to explain to them the why. Show them the value of what we're doing, make it relatable to them, have them grasp it and own it, and help us achieve that goal.

Speaker 1:

This is important and what you were helping others walk them through some moments that are challenging. That is a test and you don't always see the light of the end of the tunnel because you're in that dark tunnel. Some people don't realize. You know you are the light, that's why you're not, you know, seeing the light in the tunnel because you are the light in that tunnel. Now you've been through some challenging. You know moments where you get tested. Your medal gets tested. You know, especially when you go into leadership, you're just like wow, I didn't see that coming. And then boom, you've got to do something. I want to know if you would be so kind to tell us a story around what happened right and what did it teach you about resilience and team alignment?

Speaker 2:

Sure, and this is when I was director of VOR. I was a director of surgical services for Level 1 Trauma Center and overnight I lost my nurse manager, I lost the night shift trauma team, the entire trauma team, and I lost some essential personnel from the day shift. And I was just recently into my director role, so I wasn't too familiar with payroll, the on-call schedule, staffing, all the normal processes to have the unit run right. And so when I lost the nurse manager overnight, I had to rebuild all of those processes by myself and I had to keep the team together. So I remember when, when happened, the team was very unsure, very uncertain of what was going to happen. I had an emergency staff meeting and again I started out the same way. I told them I understand everybody's afraid. I understand everybody wants to know what's going on and things are going to get worse before they get better. But right now in this moment, is when we need to bend together as a team and things are going to get worse before they get better. But right now, in this moment, is when we need to band together as a team and things are going to get better and we're going to make mistakes. And I outlined exactly what challenges we're going to face, what obstacles we need to overcome. We needed to rebuild the on-call, the staffing, the staffing preferences, payroll, making sure everybody got paid right, making sure everybody got their hours. I outlined it for everybody. It was very transparent with everyone and I told them. If there's any challenges or if there's anything, please come to me, let me know.

Speaker 2:

And I learned another valuable lesson in the midst of all of this. There was a lot of noise about the on-call schedule not being fair, about certain people having preferences, special days not working enough, and I thought to myself you know what? I'm going to kill two birds with one stone here. I'm going to redo it, I'm going to fix it. It's going to come out right, it's going to come out perfect.

Speaker 2:

And so I tried, and I almost got killed for doing so because it was disastrous. The OR team it was real bad. They came at me everybody complaining it just wasn't working well. And then I realized that I didn't seek the feedback, I didn't seek the knowledge from those on the front line. For that specific process, I may have known how the OR ran, how it worked, but with the on-call, that was something completely foreign to me because as a coordinator for the trauma OR team I didn't have on-call responsibilities. So then I sought their feedback, I sat down with them, we went over it, we restructured it, we were able to get it to be how it was before the team settled down. It worked, and then I made subtle changes to make it a little bit better. But in the midst of all of that, I realized to myself not to make any changes in chaotic moments. The dust settled, settle, let the uncertainty go away, the team feel safe, and then we can make changes, keep the status quo going that's true leadership.

Speaker 1:

You don't always, you know, people think that you, the leader, is always right. It's always a positive outcome. When it really is a windy road, you eventually get to the positive outcome. You will, because that is your North Star, that's the direction that you're heading in. But having the willingness to stop, take off your title, your hat, whatever is you know the impediment. Sometimes it's always you right and say, hey, let me involve the people. Who is it affecting? And I love how you said that it's affecting all of us. So let's.

Speaker 1:

If we have a collective agreement of what we're going to do together, then everybody has ownership, everybody's accountable, not just one person, and I like how you pull that together. Now, when we I take you through a process. You went through my process because I can't just throw something at you without understanding you. First. We went through a brand assessment, we went through a skills gap analysis because I had to understand first what are you trying to accomplish, what is truly you're passionate about, that you would take, you would be accountable for, you yourself would be responsible for self-responsibility and self-aware around. And we built momentum over time, from the assessment to the skills gap analysis, to the actual brand blueprint strategy to reach your North Star.

Speaker 1:

One thing that I found throughout all of that was that health equity kept just being there, like you really are about health equity, like at the same time you just told that last story, this was about the patient outcome. I want the patient, we want them to be served in the best possible way. So the question is why is it that such a personal priority? Why is health equity such a personal priority for you? And I don't know if that goes back to your origin story or not. You know, but you want to be very helpful in that world and how do you embed it into your teams and systems that you lead?

Speaker 2:

I think it definitely goes back to my origin story in the sense of always wanting to help people, and I really thank God every day for the profession I chose to get into, because it is a beautiful profession. It shows you the good and the bad of the human nature and when we study our profession, any healthcare profession we swear an oath when we are going to become licensed to take care of someone, regardless of what they did for it. If they're good, if they're bad, it doesn't matter. We swore to take care of them. And I remember as I began working as a bedside nurse, I would treat every patient in the bed as a family member. Whenever I would train somebody, I would train them. This could be your family member. Treat them as if they were. Imagine they are the most loved family member you have in that bed. I myself will eventually become a patient. I want somebody to take care of me will eventually become a patient. I want somebody to take care of me. I swear.

Speaker 2:

When I came to corrections, this whole concept was tested I working as a trauma OR on the weekends there was a night shift trauma OR nurse from the ER resuspect who I would cross paths with and then, when I be became director of TGK, I got the unsettling news that she was murdered by her husband. Wow, she was murdered by her husband and he self-inflicted a gunshot wound on himself. So he wound up in the same hospital where she was a trauma nurse. And the most chilling part of this story was that she was actually on shift with a good friend of mine when she got a call from her husband saying come home now, there's an emergency. So she went home and my friend that was there working with her that night told her don't worry, if anything comes in I'll call you. And so he my friend gets a call that he's getting self-inflicted gsw gunshot wound to the head a male patient. The patient gets there, he's taking care of the patient. He had already called the nurse like several times with no response, and so he just was taking care of the patient by himself.

Speaker 2:

When the officer that brought in that particular patient, the male patient, saw the ID badges, he asked one of the other staff members, do you know this particular person? And she showed a picture of her ID badge and she was deceased on the scene. So several months went by for his rehab to be completed and then he was brought to my correctional facility and even though I was a director of the facility, I am very hands-on and I like to be there with the staff assisting the staff. Aside from doing what I'm doing being shoulder to shoulder with the staff I like to know what's going on in my area. And when this particular patient arrived, I knew he was there and more than once I had to assist taking care of him in the infirmary. And I would look at him and I would say to myself internally do you know how many lies you've impacted, have done? But I swore no, and this is what I need to do right now.

Speaker 1:

And I tell you I got chills when you said that that's difficult. I've talked to lawyers about things like that. How do you defend, you know, a child murderer or something to that effect? And they say you know you have to shut a part of yourself down and do the job that you're called to do, that you're called to do, right, Obviously, justice is being served. You don't know all the circumstances. You have a role to play.

Speaker 1:

If you play outside of that role, it changes things more right, and some things are just outside of your control. And you've got to do what you need to do at a high level that showed true integrity and what you truly believe in, because that had to be extremely difficult. Especially, you knew this person and I know that that's a very difficult thing to do and you worked with your team. Now it's a team thing and you play the role that you needed to play. Now here's the question, because the other thing that we discovered, we vetted out during our time together, is that you were known for your ability to transform, change, management, fragmented team. You kind of alluded to that even earlier, that you would inherit a certain team and there were challenges and then you had to make it better, into a high performing. You not just change it. You know, try to get it to status quo, but you've made it into a high performing unit. So the question is what is your first move when stepping into a broken culture?

Speaker 2:

it depends, because I've done it from both angles. I've done it from being from within In the OR. I was trauma OR coordinator, peach coordinator, ent coordinator for several years and then I returned as director. But I was very familiar with the processes, I was very familiar with the staff and who the players were. But when I started in corrections I was hired from the outside and it was a foreign territory to me altogether. It was an area that I had no exposure to and I wanted something that I was unfamiliar with to push me out of my comfort zone and to learn and grow.

Speaker 2:

And so, as I started as manager, to learn and grow. And so, as I started as manager, I as manager at that time I needed to speak to whatever process I was responsible for. So I went and I got oriented as if I was a bedside nurse by the frontline staff. And that simple action in and of itself. When I first proposed the idea and I first I didn't know I needed a staff member. So I just chose the first RN, the first LPN, the first medical assistant that I found and I started rotating. The first reactions from them were why is he doing this? Never seen this before? What does he want?

Speaker 2:

It was very suspicious and I was very upfront, open, honest and transparent. I told him I want to learn what you were doing, I want to see what you go through. And told them I want to learn what you are doing, I want to see what you go through. And so I learned the different roles of different disciplines.

Speaker 2:

But I didn't just do it for an hour or two, I learned, and then I did it on different shifts and I did it for shifts, and I remember that when I returned back to corrections in my current role that I touched base upon my return, a lot of the staff members would say the same thing. They were like oh my god, you remember when he would take vitals, when he would do men's, when he would do assessments? And I was like that's what I needed to learn. I needed to learn and I needed to do because I was going to speak for these processes. At the same time, while learning and I was observing the staff, I was learning who the players were, who were the hard workers, who were the toxic staff members. And then I needed to dig even deeper and find out why were they toxic in this frontal?

Speaker 2:

Is this something, legitimately, that caused them to be this way, or is this just their personality? Is this people that I can save and salvage and, you know, embrace as team members, or are these people going to poison the team I'm trying to build?

Speaker 1:

That is so important. You know we call that in my profession transcendent leadership, because it moves in both directions up and down. Up and down You're the advocate for your staff members to other departments, other leaders in their organizations, so you can speak for them, like, hey, we're limited in our resources, whatever it may be, and then you have an accurate answer together so they're not trying to fix the wrong thing, right, and I like that. I think your team, especially when you're transparent, right, and I like that. I think your, your team, especially when you're transparent. It's OK, I'm going to bring this upstairs and make sure everybody's in agreement, like, yeah, we fix that. You know we can, we can get certain things out of the way. But then you understanding the operational side of it, like how things are done or why things are done, and you can really get going.

Speaker 1:

And I love how you just said that, even though you might have what's so quote unquote a toxic member on your team, but understanding their why, what's the root cause around that. A lot of times you find out like you know what they're behaving like that, because maybe the schedule is out of whack and they have a home life that's affecting that, and then they're just making it difficult, and if we could change that around, they become a player on your team and a true advocate for you. You talked to me about courageous conversations, which I was like, wow, I don't think I heard that term the power of courageous conversation and what that was about was like what makes those two so pivotal? You know in leadership and how they change your outcome. So that's conversations that you're having. Talk to us about your definition of courageous conversations. What's that all about?

Speaker 2:

Courageous conversation to me is having a conversation that might make someone uncomfortable, and it could be for different reasons.

Speaker 2:

It could be for performance issues, it could be for behavioral issues or it could be just for a personal matter. If I know that you normally are a jovial person and I see that you are down and you've been down for a couple of days, I'll pull you aside and I'll ask you hey, what's going on? Talk to me, let me know, is there anything I can help you with? What's going on? Talk to me, let me know, is there anything I can help you with? And that entry could open up for a real courageous conversation, in the sense that they may be going through some really impactful personal things that they just cannot leave at the door before they come into work and it's affecting them here too, and just the fact that they feel that they have that support, that they can open up and vent and get it off their chest. To me, me putting myself in their shoes would mean the world to me, so I try to do the same for them I tell you we need more of that.

Speaker 1:

We need to have courageous conversations today with a lot of our co-workers. Yeah, life is already stressful. You, you mentioned a lot of just different scenarios that you've gone through. You know, and every day. You know you went through the pandemic, you know. That's just. Everybody knows that was very, very stressful. But if we don't talk about these things like what's really going on in life, and that you know, especially in leadership, you want to make decisions, you want to make policy changes and you need to understand how this is really affecting people Right now, there's a lot of people.

Speaker 1:

Right now there's a lot of uncertainty, especially in public-private health care systems, like what is this happening? Is the US government changing? You know how investments are going. Are we going to have less money? We're not going to have any money. What is all this going to go? At the end of the day, we still got to care for patients. It really doesn't matter. It becomes difficult. But we have courageous conversations. Then maybe better decisions can be made that everybody again is accountable for. They're on board more or less. They don't think they're being talked down to. They're on board more or less. I don't think they're being talked down to, they're being spoken with as a team and we all can get this done. Because, I tell you, I don't think there's a more resilient group of people in different professions than healthcare workers, healthcare people, healthcare leadership because when you get hit by a hundred year pandemic and there's no cure that we know of at the time, and you've got to scramble and you did that I don't think you can throw a lot more at you like no, we can handle that. That was a big mountain, that's a molehill over here. We can do this, but we have to talk about it right. Let's talk about it right.

Speaker 1:

I think you've got an uncanny ability in those areas. A lot of people don't understand. When they saw a lot of what I'm doing online, they're like oh, grant's doing personal branding, what is that all about? Career development I don't know. I see, I hear, but I don't really know. It is a process in which you don't always see 360 degrees of what you're doing, because you're doing it Right, right. Even right now it's like, hey, I can't see behind me, I can't see, you know, in the far sides of myself. So when you get an opportunity to sit down, do some self-awareness, some self-assessment, understand where you fit in the market that you're looking to make an impact on. Then you can start to look at it strategically and tactfully. I think it's a bit different Now. Looking forward for you. What does an ideal chief nursing officer role look like for?

Speaker 2:

you One where I can bring the skills that I've learned not only from building fragmented and broken teams, but to strengthening them and to really driving forward the culture of teamwork and camaraderie of which I started my nursing career. To be able to bring that as the peak of my career, I think that would be the best thing that I would focus on. Teamwork and camaraderie are buzzwords that are used very often, but I like to be very observant and I've been in different health care systems as a visitor and I have just watched the mechanics of the units go by and I say to myself a lot of people function in silos, even from the same discipline. They function in silos. They're used to being fragmented and one hand doesn't know what the other hand is doing. So to be able to break that down and really drive forward teamwork would be what I would wanna do as a CNO. That's what I envision the optimal CNO role for me to be.

Speaker 1:

Well, we did the work and we understand that you're right there and I'm sure that with the right opportunity, the right circumstances, you'll step into that role and you'll do flying colors. You've already got a tremendous legacy that you yourself, in your total career, that you've had. And if you contemplate this just a little bit about legacy legacy in the healthcare space what would you want people to say about your leadership and your impact?

Speaker 2:

When I returned to corrections, that I was touching base with the different teams that I had worked with previously, a lot of people and, ironically enough, a lot of union representatives said the same thing about me. They all said the same thing. They said we are so glad you're back and I was like why? Because you are firm but fair, and see that too often it's that fine balance of being firm but fair, like with courageous conversations. Going back to that being empathetic when you're having that conversation, you may be talking to somebody about a personal issue, but you may be talking to them about a performance issue. Being empathetic, understanding what they were trying to do, what they failed to achieve, why they did what they did, being compassionate, as you're delivering a message that the performance is not just up to the expectation, putting yourself in their shoes of how they're going to receive it All of those things in combination, I would hope to be the legacy that I leave To leave it better than how I found it.

Speaker 1:

I think that's wonderful. I'm going to ask you one of those courageous questions, courageous conversation with me. I want you to give an honest assessment. I gave you an assessment over the last three, four weeks. What's your assessment of this program? How did you feel? Did it get you to a different place? Tell us about that of this program.

Speaker 2:

How did you feel? Did it get you to a different place? Tell us about that. I think that this program is one of the most amazing experiences I have ever done in my profession, and it's a shame it's only been four weeks, Because a lot of the things that I've spoken about I have learned through trial and error, through experience, some of the things I've had to study on my own through different media, and whenever you do anything independently, you always ask yourself am I learning the right thing? Am I applying the right thing? And I like to reflect a lot about myself. So at the end of every day, as a good example, I'll ask myself did I do it right? Did I handle this situation right? Did I get the outcome that I wanted? Could?

Speaker 2:

I have done it better. This program has helped to redirect me in the right direction. It has allowed me to see that I'm on the right path, and it's identified areas that I had an idea I may have needed to work on, but they have identified them and now I have a strategic blueprint on how to make it better identified them and now I have a strategic blueprint on how to make it better.

Speaker 1:

Okay, that is wonderful. First, thank you for being part of the program. I want to thank Dr Carol Diggs for selecting you to be a part of this program. We're going to conclude here, but you've got to tell the audience how to contact you. I don't know if we even mentioned the fact that you do work at Jackson Health System, but we need to probably get that out there.

Speaker 2:

Yes, no, I work at Jackson Health System. My email is pedrovaldez, with an S valdezjr at jhsmiamiorg. Please feel free to reach me via email at any time, whatever questions. If you just want to reach out and say hi, I will most definitely get back to you. I really want to thank you, mr McGaw. This has been an amazing opportunity. I really want to thank Dr Biggs. This has been, like I say, one of the best experiences in my whole profession and it's priceless. There's really no price on everything that we have done together. So thank you very much.

Speaker 1:

Oh, you're welcome, and you got to go check him also on LinkedIn. I've been after all these healthcare professionals to really up their game on their LinkedIn skills and understand that is your digital office and there's an opportunity for you to showcase your skill sets. Tell the story that needs to be told because the community needs to understand. I understand so much more about what you're doing and why you're doing it and I want to thank you for being a participant, and I want to thank your entire family because I want them to tune into this episode. They can see all of my episodes at five star bdm. That is the number five. That is star b for brand d, for development and for masterscom, and I want to thank you again for being a part of this program, thank you. Thank you so much. You're welcome.