Ep. #1050 - Action Over Analytics

Matt DeCoursey 00:01
And we’re back! Back for another episode of Startup Hustle. Matt DeCoursey here to have another conversation I’m hoping helps your business grow. We have had so many episodes about analytics, about data. But have we ever talked about how you take action over analytics? That’s exactly what we’re gonna get into today. Before I introduce who I’ll be having this conversation with, today’s episode of Startup Hustle is powered by FullScale.io. Hiring software developers is difficult and Full Scale can help you build a software team quickly and affordably. And has the platform to help you manage that team. Visit FullScale.io to learn more. There’s a link in the show notes. If you’re not aware, that’s my company. And I love talking to Startup Hustle listeners. So reach out; let’s see if we can solve some problems together. With me today, I’ve got Chuck Schneider. And Chuck is the CEO and founder of Redpoint Summit. You got it redpointsummit.com. There’s also a link in the show notes there. Now, we’re here. This is episode one of our Top Kansas City Startup Series. And, you know, that’s my hometown. And we love highlighting what’s going on here and sharing that with listeners around the world. We do 12 Top Cities every year, and we love to start with our hometown. So I guess, without further ado, Chuck, first off, congratulations on making the 2023 Top Kansas City Startup list. And welcome to the show.

Chuck Schneider 01:22
Yeah, thanks, Matt. Super excited to be here. We just kind of jumped in. I’ll do a quick background on myself. So I’ve been in healthcare IT for 27 years. Started off at Cerne, their electronic medical record company here based in Kansas City, Fortune 500 company. And was one of the first 20 original architects that built the electronic medical record at Cerner. I spent quite a few years in the medication process of physicians ordering medications, pharmacists dispensing them, and nurses charting that once they administer it to the patients, and I have 11 patents all on the medication space. So I’ve been away from Cerner for a couple years now and am very passionate about healthcare. So it has been a part of me forever. And I really like putting a purpose behind IT. And healthcare, really, is what motivates me. So we get to help people every day. But our software scales around the world. We’re helping patients we haven’t even met. And that’s exciting.

Matt DeCoursey 02:32
So Redpoint Summit. So are you a software developer by trade?

Chuck Schneider 02:36
Like, is that my background? As a software developer? I haven’t written a line of code in 10 years, so all the cool new stuff. I’m a little jealous of the developers today.

Matt DeCoursey 02:45
But, sir, did I hear correctly? You were so you were one of the first architects of the software that Cerner built in general? That’s correct. Yeah. That’s for those of you that aren’t aware of Cerner, a big company, yeah.

Chuck Schneider 02:58
Cerner, I think, at least a year or two ago, when I left, was about 29,000 people and a global company based here out of Kansas City.

Matt DeCoursey 03:06
It’s 28,700 more employees than I have. So that feels like a lot but femur. Yeah, with that here in our hometown. I mean, Cerner and Garmin are two huge software companies that are located in our hometown. And anyway, so we move on because you are the CEO and founder of Redpoint Summit. And you’ve, you’ve been picking up some traction, you’re obviously on our top startups’ list, and you were awarded a grant from an organization called Digital Sandbox, which is further validation. And when it comes to the Redpoint Summit, I mean, you mentioned solving problems and bringing value. I mean, what’s the main problem that Redpoint solves?

Chuck Schneider 03:45
Yeah, so the main problem is reducing physician burnout. So as you’ve read in the headlines, especially the pandemic is really exposed quite a bit of that of, you know, nurses, physicians are just burned out. This has been going on for a long time, even prior to the pandemic. And there are multiple sources of that frustration, and one of them is the computer system. So I may refer to it as the EHR, that’s, electronic health record. That is the software that the providers live and die by. So they place their orders or documentation, and they look up information about the patient. So today, a current stat is for every one hour of patient-facing time. There are two hours of computer time that the miner has to do. So that’s your highest-paid employee. Two-thirds of their time, they’re behind a keyboard rather than seeing patients.

Matt DeCoursey 04:36
Well, I’m very familiar with physician burnout. My sister is a physician, and so is her husband. He was an ER doctor for a decade and quite uncharacteristic of a doctor and became a teacher and now actually has his own business where he consults people on burnout.

Chuck Schneider 04:55
Yeah, it’s great. My sister, actually, as well as a physician, and so I get to hear the unfiltered version from her. And the years being in the field, you know, going into lots of hospitals and seeing that firsthand.

Matt DeCoursey 05:09
His wasn’t so much with love. It was more. I mean, the basic, the basic, you know, the premise of that is that, you know, if you’re an ER doctor and a child dies in the ER, it’s kind of hard to just clock out two hours later, and go hang out with your family and kind of feel normal about.

Chuck Schneider 05:32
Correct, correct. And really, a lot of the source of burnout is the barrier to providing the care that I want to give. And so there are lots of reasons for those barriers. The computer system is one that may be policies, currently also their staffing shortages. So with Redpoint, we focus on the computer system. That’s what we know. And that’s what we try to do and reduce that friction.

Matt DeCoursey 06:02
So this is obviously Healthcare’s level. Yep, it’s not going anywhere. It’s something we all need on some levels, hopefully, less than then, you know, we may actually really need. How do you pursue going into a crowded space like that, and you know, find a niche, try to gain traction, and it feels like that would be intimidating.

Chuck Schneider 06:30
Yeah, so one, healthcare is very complex. That’s probably the most intimidating piece. Luckily, I’ve been involved for 27 years and built some of the core systems. So it definitely helps. And my team is amazing. They all have over a decade of experience in healthcare IT as well. There’s a lot of activity in healthcare, and the big EHRs are working on expanding functionality. And then there are a lot of small players that focus on a niche. So maybe respiratory therapy or oncology. There are really not a lot of product-based software companies that are focusing on efficiency and making life better for the providers.

Matt DeCoursey 07:15
Or most of the stuff out there. We mentioned that our producers suggested the title of action over analytics. And that’s exactly what, so I feel like a lot of the other software is analytics-based. And maybe not like I mentioned at the top of the episode, I’ve done a lot of talk about data. And what do you do with it? Everything from AI and machine learning to just raw data? And the thing that’s become really apparent is if you don’t, if you can’t produce some actionable outcome from said data or analytics, then it’s the data and analytics are kind of worthless.

Chuck Schneider 07:54
Yeah, so one of our mantras is nobody needs another report. Reports add clarity, and they’re important, but it also generates work. So once you once your analytics identifies a problem, it clarifies the problem. Now, now you need to go do something about it to actually move the ball. So a lot of analytics companies stop there. They feel good, and they create a dashboard. And here, you know, we’ve now crystallized this. And now you can go make a data-driven decision. However, stopping there, you’re only part way there. So once the problem is identified, we try to make sure it’s like, Okay, so now what are we going to do about that? So, one use case that we have is around how do you reduce variance and improve quality? Explain. So let’s say CHF, congestive heart failure, so patients come in with CHF. There’s a stack of things that a physician needs to do. So let’s say there are 20 things. I’m not a clinician, so maybe there are 50 emails out of 30. But so those are grouped into think of it as like a checklist. They’re called order sets. So you place the set of orders, and it’s just called CHF orders. So what we do is we go through, and we analyze. Okay, so out of all the patients who come with CHF over the last year, whatever timeframe you want, how many of those CHF order sets are actually placed? So our physicians follow the prescribed system and checklist, which makes their life easier, and then it helps reduce variance and improve outcomes because that is the set rule that hospitals deem is the best out best therapy.

Matt DeCoursey 09:38
So when you’re talking about variance, is there variance and those set rules like does this have to be customized?

Chuck Schneider 09:48
Well, provider or care facility like on a case by case basis, so the various I’ll talk about you know, and again, this is, you know, really for any industry is a physician is no different than an engineer of once they graduate from med school or from college, you know that whether that was in the 70s 80s 90s or last month, their knowledge base is different than somebody else. And so what you know, and luckily, all things, well, most things are advancing anyways. And you know, whether it’s engineering or medicine, the way we did things 20 years ago, most things have improved since then. So if you have a 20, you know, 20-year experienced physician, they may have a different view on how to go treat this specific situation. So, some of that may be, they don’t like this order set of this checklist for whatever reason, or maybe they’re not aware of it. So they may have a different set of things that they need in this situation. So as not to go too much into healthcare. But that kind of the point of action over the analytics of, we go create that dashboard, because that’s important to say, you know, for this, for this disease, or this situation, you may only have 20% adherence to the policy you have in place, or you may have 90% if you got 90%. And great, let’s move on to the next situation. But let’s just for this example, say, you know, you have low adherence to this. So that means there are a lot of variables. So every physician is coming up with their own list of things to do to go do this treatment. And so, so we’ve identified that and so then what we go and do about it is there are three reasons why maybe somebody isn’t adhering to this. So, there’s no checklist for this situation, so that checklist is very cumbersome, and is not very effective. Or three, they don’t know about it. So with those three different things, now, what action can you take on any of those? So if the physician doesn’t know about it with your Analytics, you can, you can go send some customized communication back to that user and say, Hey, we’ve noticed that you see x number of these situations every day week on Did you know, there’s this order set checklist? And the UK can save you 30 clicks per patient? Blah, would you like us to add that to your Favorites list? So the next time, it’ll be right there up front. So that’s what I mean by action. And then we have automated ways using RPA, robotic process automation, to then go build all that out for each individual user.

Matt DeCoursey 12:23
So it’s essentially, you know, there’s so many, but anytime you look at these, these big problems, whether they’re industry world, or how or humanity wide, however, you want to look at them. I think oftentimes, we try to find this silver bullet solution like climate change is a good example. And like, like, well, when to solve it, maybe, maybe when solar and a whole bunch of other things collectively we’re doing it sounds like that’s kind of like you say, you can die a death by 1000, tiny cuts, but maybe if you take 900 of them away, you stand a chance of surviving.

Chuck Schneider 12:57
Right, right. And you’ve obviously have to understand whatever situation you’re in. What are the possible outcomes? But you know, thinking through, like, what is the ultimate Tolkien space, you know, for? Again, if it’s a quality type of situation, try not to make it all about healthcare. Variances is the data quality? So if you’re manufacturing parts, you have a big variance, you know, identifying the cause of that. And then how would you go fix that? Is it a problem? Or raw materials? Is it, you know, something with the machinery? And then how do you go, can you put monitoring on that machinery to dial in better, or quality control? Those types of things would be the action?

Matt DeCoursey 13:41
Well, a lot of doctors are entrepreneurs, and the fact that they own their own practices and do a lot of different stuff. And the thing that’s been challenging for me over the years as Full Scale has grown tremendously is that of that sort of 300 employees, if each one of them were to waste two minutes of my day, that would be a 10 hour day. Right? And I’m not saying that that occurs, but that gives you some scale. So what happens is you get this kind of long daisy chain, I would imagine that’s what it’s like in medical care as well. It’s five minutes here. It’s two minutes here. It’s when and you’re wondering why your doctors are late. Right, coming in. And these are some of them now, one question I had. So I recently recorded a show with a company called nav MD that helps basically, reduce healthcare costs. And one of the big things there is the Kansas City company, one of the big things that they’re doing with that as, according to their founder, five to 10% of all of all medical bills are actually incorrect. Like they have an error in them or something.

Chuck Schneider 14:52
I would imagine that the billing component for doctors is probably pretty arduous and can be a real pain and yeah, the billing is huge, and it changes and as you can imagine, there’s insurance or there’s Medicare, there’s medic paid.

Matt DeCoursey 15:00
And that was the issue with this platform was that the companies might not even realize or know or be in a spot where they might have a number of employees that were eligible for a whole bunch of stuff. And they don’t, it never gets utilized.

Chuck Schneider 15:14
Correct. Right. And then yeah, the billing is huge, did you capture the right billing? So whatever the physician performed, did, they actually documented correctly, and there’s, there’s complexities there, healthcare is complex. And if the physician, you know, goes too aggressive on what they did, then that’s fraud. If they go under aggressive, then they’re leaving money on the table. So there’s entire, you know, companies that help dial in just how you charge properly. And then obviously, then going down the line of making sure that those invoices actually get reimbursed and those types of things.

Matt DeCoursey 15:52
I’ve got an interesting stat here, and I’m going to just throw this out there. I’m not going to validate this or say that i. This is super scientific. But I have a note here that says that, that the healthcare industry spends $2.1 billion each year on manual repetitive tasks. Yeah, absolutely crazy. And then, and then in 2020, a study by the stamp by Stanford Medicine found that one in three tasks in medical practices should be automated, whether it’s registering new patients, scheduling appointments, loading data to EMR systems or organizing medical documentation. Yeah, yeah. So despite a lifetime of technology, and bringing us to 2023, this is still where we were a couple of years ago, it is pretty mind boggling.

Chuck Schneider 16:44
And a lot of the automation is starting in the billing and registration. It’s easier and you don’t have to have quite an in-depth knowledge of the industry. So where we kind of differentiate ourselves is we’re going straight to the clinical workflows, which is placing medications and you know, those are high stake workflows, and you don’t want to make mistakes.

Matt DeCoursey 17:07
Yeah, sure. So well, that’s always changing to you know, there’s something new that comes out or I don’t know, I, I, when I think about I was listening to your description of Redpoint Summit, once again, go to Redpoint Summit.com. There’s a link in the show notes if you want to learn more about what Chuck’s business does. But you know, when I’m sitting there thinking about the checklist, my grandfather was a surgeon in the army. And you know, me growing up was he had already long since retired, but I remember anytime anything, would there would be some, something he would either have a you would you as is, so went and reference like old medical journals and stuff. And I just remember there being volumes of them, like in his study, and it was like a shelf, like all these books, and I’m like, Dude, it’s gotta be pretty insane to go find that. And then also, realistically, as the Encyclopedia Britannica that I have, from my childhood in like 1983, is, do I wonder if history is still the same? Well, it’s probably changed. It’s a different version of it.

Chuck Schneider 18:14
It’s definitely changed. And the crazy part, you know, around medications is there’s 1000s of new medications every month that come on to the market. Yeah. And, and, you know, the technology is amazing. But as a physician, how do you stay current with that? So that is definitely, definitely hard. And so another use case, a product that we have is around ordering, and how do we make that simpler. And, again, the actions over analytics have one thing that folks have realized is the time spent placing orders. So a lot of conflicts because you’ve got to search for the medication, and they’re very long names. And then you got to fill up the dose and then the route. See, and so the question is, well, how do you improve that? And so what we did is we first went and analyzed, okay, so there are things like favorites lists that people can use and these big electronic medical record software systems, but most users don’t use them. And so some of the root cause is they only spend about an hour of training their entire career on the system. And these are big, complex things. So we have an hour of training, we have one hour of training for the entire electronic medical journal, that’s documentation orders, allergies.

Matt DeCoursey 19:36
It is, I mean, that’s a little scary. Absolutely. Consider the things that can go wrong when you get that stuff.

Chuck Schneider 19:44
Right. So yeah, so they learn either from their peers or from, you know, there are other colleagues, nurses and other physicians. So we tried to do or not tried to do but what we’ve done is okay, so how do we go help, you know, build these favor lists. So once we realize that that was a problem, we’re able to go through and identify the ordering patterns of each physician. And so then we’re able to through our AI, then we’re able to go create a top 20 List per physician. So then with that, then we use automation to go and actually build those favorites for each individual. So where in the past that’s always been a consulting or an internal IT staff process. And that’s our So normally, the traditional approach is you go ask the physician, okay, what are the orders you’ve placed the most, I don’t know, I’m busy, I’ve no idea what takes 30 minutes of their time. And then there’s a human that goes and has to go create those. So that doesn’t scale if you’ve got 500 physicians or 1000 physicians. So we’re able to go do that analysis. And then the action we took was generating those lists. And then the next action after that was actually building that back into the system using RPA.

Matt DeCoursey 21:00
Sounds like a job for experts. And speaking of experts, finding experts, software developers doesn’t have to be difficult, especially when you visit FullScale.io, where you can build a software team quickly and affordably use the Full Scale platform to define your technical needs. And then see what available developers, testers, and leaders are ready to join your team visit FullScale.io. To learn more, our platform kind of does the same thing. In some ways it prescribes possible outcomes that might work favorably for you. And that’s that. One thing we’ve learned over our 300th employ starts in January of 2023, which has been a blur. And that, you know, much like medical professionals or really anybody in any field, people possess significantly different sets of skills and experience as they get down the road. And you know, being able to identify who’s good at what and where you need help. And whatever is a really good thing. That’s what we have FullScale.io. All right, so let’s talk a little bit about how your platform works. Let’s just do like a, like you mentioned, you know, applies robotic process automation. Explain what that is. Yeah. So when I think about that, I literally like pictures like a robot arm grabbing something.

Chuck Schneider 22:22
And yeah, that’s what most people think is terrible. It’s not that cool at all. It’s thought of as macros, if folks know what macros are, but basically, you’re able to save and automate clicks and navigate through a system like a user. So you could say, it’s not quite this simple. But it’s essentially like you want to go, you know, simulate sending an email or doing something, you can do a hit record, you go through your system, you click you type things in, and then you hit save, and then you can play those actions back. That is, that is a very, very simplified version of RPA. So where it gets more interesting is yes, you can do that. But then those data feeds. So say you’re typing in like an email example. You’re sending it to a recipient, you can have a data source, and then you go and inject those databases into those. For us it’s searching for orders, we go identify the orders, you go and check that a name of that order searches for you know, clicks it on the list, it can go through, there’s a lot of smarts and aware it can search for things on the screen of hey, look for this item when it pops up. And, you know, RPA is a fascinating world, I think it’s growing by like 40 percent every year. And you know, the software is there that, you know, there’s vendors that sell RPA solutions, a lot of great ones. And a lot of industries are really latching on to it. It’s kind of your digital workforce.

Matt DeCoursey 24:00
So there’s a I’m pretty open about the fact that the five colleges that I dropped out of didn’t teach me enough about what I needed to be an entrepreneur. But one of the things that I learned along the way that I’ve carried into entrepreneurship is a formula when it comes to it can be everything from like training, if you have to. So if you have to take over a big organization, you have to install a new process, or in your case, get anybody to follow a set number of paths. The more steps there are, the exponentially harder it is to get someone to complete that successfully for you to roll out your training change. Or in some cases, if you look at ecommerce or something, there’s a reason that Amazon moved very rapidly to a one click kind of world. So you take the number of steps and multiply it times itself. So if you have a six step process that’ll come to be 36. Right? If you have a three step process that comes to be Nine, which means that just three more steps actually makes it four times harder to get the desired results. So the reduction in the number of steps and what you’re talking about is 30 clicks. And so the thing is, is that one more step, can, if you look at like what I just described from a six step process, now, if that becomes seven, compared to three, we are becoming exponentially, like. So what that’ll do is like, if you look at it, like comparing the score of 36 to nine, it’s going to be four times harder for you to implement that change across your organization, or you’re four times less likely to get the desired outcome that you’re looking for systematically may make a mistake. Yeah. And is this an airtight formula? No, but I have found it to be really, really true. And so I tried to reduce steps anywhere, and everywhere I can, I’m a real onboarding nut, you know, like when you go to the Full Scale website, and under two minutes, will ask you enough questions to legitimately give you some very precise, you know, recommendations for people that can help you and some of the tools that you mentioned, like the macros and inserting stuff. So when I have a lot of experience with scheduling, because I’m also the founder of Gigabook, and one thing we learned was back to filling out forms. And it was like six or seven years ago, I was trying to figure out how we can onboard our users faster. So when you fill out an address form, you always have the zip code last, if people would give me an example, if you would ask the zip code first and a form you’re going to know the city in a state, you know, timezone, you can assume currency. Like there’s a lot of different things. And that’s like, what I didn’t have, we didn’t have robotic process automation in that case, but some of that’s just like, you know, so for those of you listening, think about how you collect info, how you collect it, or how you move people through? And then do you really need to ask that extra question like, What are the minimal things that you need to get to the desired result? And then you can continue to like it if then it’s past that, but it really in the end, people want too much info? Like how many times have you ever gone to anything online, and here comes this big form, and you’re like, ah, not doing it, right?

Chuck Schneider 27:17
I mean, definitely paring down kind of the decision tree or the work paths or anything is really kind of step one on one on automating things or creating a system and automate can be, depending on what it is, it could be that it’s written down. You know, that’s a system as long as it’s repeatable. Now, if you can remove the person and have a system do it, then that’s even better. And there’s, there’s 1000 ways to do that. So we’re talking about RPA. Obviously, if you could interact directly with data on the back end, and there’s an API that fits your needs, then go do that don’t go through some, you know, front end RPA type thing, but that’s where the action comes out of it, you know, like, like, I’m not going to pretend to know anything about in a medical practitioner.

Matt DeCoursey 27:55
But it seems to me that if there was if I could select something on the screen, and it would save me, the research and medical journal, or in many cases that sometimes I feel like, it’s just instructions, I feel like I’ve had other guests that have had healthcare type startups that are just like, the amount of instructions like you almost need a project manager, and I went through that, as my parents age, I’m like, Dad, you take a lot of pills, like, how do you even know, I’ve got this less? Yeah, you know, and some of that’s like, I mean, it’s a lot to keep up with and, you know, the follow up has it and honestly, a lot of people get us as humans. You know, the harder it is to do it. Like we just kind of quit taking care of ourselves, because it’s just easy to not be in that routine, right?

Chuck Schneider 28:51
In any good system, personal recognition, you know, repetitive patterns are a source of, of improvement. And so yeah, your father’s example of you know, every month he goes and refills his meds or whatnot, you know, that’s something repetitive and how can you go help automate that if it’s unique every time then that makes it more difficult? So yeah, definitely identifying repetitive problems, or just repetitive situations. That’s obviously ripe to go and automate. So one, your analytics has got to go identify that potentially? And then what do you do beyond that? So for the folks who are doing analytics, I mean, we are an analytics company, it’s great. But if the dashboard is your end result, maybe add on as an additional product. So what does your customer do with that dashboard? Is it a meeting and they analyze the data you put together? Okay, that’s fine. Maybe they need to do that. But then can you have three options if they’re either going to enhance it, kill it or buy something new, you know, analysis.

Matt DeCoursey 30:00
Whatever is highly subjective, I mean, that’s like, that’s the thing that I appreciate about the machine in so many different cases is, Well, theoretically, the machine is unbiased. Although my experience with AI in general, you can train the AI to be biased, which isn’t always great, right? It’s like I’ve talked to people on the show about how you can make dumb decisions faster when you train and you train it to be dumb, it’s going to, it’s going very rapidly and staying on. And to the point where it’s almost in some houses, you just have to start over, because it’s hard to untrain them. But yeah, the subjective nature of decisions. And that’s, you know, that’s, that’s, that’s tough, because, depending on any industry, whether it’s like, okay, I look at like what the Full Scale platform does, which honestly, compared to some things I built in life, like Giga book is actually more complex under the hood. It’s got more moving parts, gears, widgets, timers, jobs, like all that are Yeah, schedule. It’s funny because people think it’s straightforward. It is a pain in the ass like there is oh my god, it’s not hard to put something on and off the calendar, it’s a 10 million f, then that can occur after that, right? And then rescheduling, and notifications and recurring stuff. And does this go on an invoice? Is it paid in full? It’s just like, I mean, it is a rabbit hole. That is a challenge to go down. But yeah, but then you look at SAS, what I said, that’s a lot more complex than something like Full Scale, which is basically just simple tags, like, you know, like, hey, these match up. And some of these match more than others. And there you go, we don’t need an AI solution. If you ask the right stuff up front, which we do, we have our own certifications, a bunch of stuff like that.

Chuck Schneider 31:50
So it makes it pretty but sounds like you’re describing a dating site, maybe it kind of is I mean that a really in many ways that is our goal is to find a good match, we want to find like, if you were a prospect, we want to find someone that’s passionate about working on the problems that you need solved, right.

Matt DeCoursey 31:53
And we found that that over and above everything else, ends up in the desired outcome better and faster than anything else. And at last but the thing is that we’ve tried to put humans in there for analysis on some of that. And oh, man, it’s like it gets sticky at that point, because that person that’s giving the recommendation doesn’t have a level of expertise. It’s just like little things. It’s like, you know, for those of you listening, if you’re not technical, Java and JavaScript are two very different things. So if you’re talking to someone that’s an expert, and you want a JavaScript developer, and you get given three recommendations for people that do Java, right, you’re gonna look, you’re gonna be like your doctor, like telling you that you need a heart transplant because your elbow hurts. Right? You know, it’s just like, this doesn’t sound right. To me. But yeah, so that’s the subjective nature of the analysis. And then also, you gotta get into the action. Right? So that’s, that’s what’s always Yeah. And in sports, they say you have a feel for the position, or you don’t, and some people don’t, some people don’t. So yeah, but that recommendation, yeah, it’s amazing. Just the whole world of analytics and change. And, you know, we’ve looked at I’m thinking about even like, companies here in Kansas City, we’ve had shot tracker, and if you’ve ever met JB on Ross, but that’s like basketball technology, but like the high level of analytics, and how quickly it has to set the goal of what they do is to potentially tell a coach what the best five players to have on the corridor.

Chuck Schneider 33:38
Right? And yeah, there was a, there was actually some folks I met at CES a few years ago and they had sensors and boxing gloves, and you know, a little accelerometers, you know, basic things, and then you would go in and do your practice, and then they would show Okay, by fifth round your punches getting weaker. So you need to send the actions that you know, beyond that was in a training program of endurance, your problem is endurance, or you always let your left you know, I’m not a boxer, but you know, your, your left arm, you know, hanging after a certain amount of time or one.

Matt DeCoursey 34:17
So they did the analytics and then they would generate training programs of how to go fix those flaws in the fighter and I looked at just like how that sounds? Well, so here in my home state, they legalized sports betting recently and I tinkered around on FanDuel. And, you know, like, it’s just, like on a play by play basis. Like there’s odds changing and point spreads go on, and I’m like, wow, like, okay, so I recently got a Tesla, which also just baffles me because the amount of analysis, computation and decision making that needs to occur and that it drove me here today, and I trust it like it’s it literally, I gotta keep my hands on the wheel, but I got the full self driving.

Chuck Schneider 34:54
I’m like, this is crazy. It’s pretty amazing.

Matt DeCoursey 34:57
I mean, it really is because like, I think some people like oh, well Oh, I don’t know if I trust that I’m like, Well, if you knew what went into building that, right, it’s almost on some levels like magic.

Chuck Schneider 35:08
Yeah, well, so. So one example with that kind of goes beyond analytics. So with the Tesla, you know, everyone’s familiar with Google Maps, you can type in a destination, tell us where to go.

Matt DeCoursey 35:20
Let’s say we’re gonna go take a 500 mile road trip and your test and have to type it out. I just, I just speak to it’ll speak to it.

Chuck Schneider 35:23
And then with it, it’ll calculate where you need to stop. Yep, to get charged. So you’re going 500 miles, you need to stop at Town X, and you’re going to be there for 22 minutes, and you’re gonna be 70% charged. And so that’s kind of like going the next and the level of customization and personalization on that.

Matt DeCoursey 35:41
Like, I mean, I can literally tell the car to be like, be like, overly concerned, almost like a grandma driver, or literally has a Mad Max mode. Yeah, like, be aggressive. And yeah, and it’s, it was pretty interesting. Because as, as they’ve really rolled that out, and you get into that, um, it takes a couple days to trust it. And it’s the very first time you do it, and it’s coming up on like a stoplight and you’re going like 40 No actually hitting the brakes. Like, is this gonna stop? Right? And it’s actually stopped me? Well, well, I’ve had good a bad experience because I actually got pulled over because of my false self driving because I had a setting in there that was flicking the high beams on and off on the highway, and I apparently drove past a state trooper who turned around and decided to talk to me about my use of high beams. And I literally told the guy I was like, Dude, I just got this car. I’m trying to figure out how he’s laughing at me. He’s like, man, I’ll tell you this stuff’s crazy. But yeah, it was flicking the beacons. Yeah, the high beam is it also, it also stopped me from running around, like, like a left turn, like and I appreciated that. Right. I’ll take all the help that I could get. And then And then because I like to eat my shame. I wasn’t using self driving. And I got it because the cars are really fast. Really fast to zero 60 in three seconds. I got a speeding ticket in my own neighborhood. I should have been using self driving. I won’t let you speed. Right. Yeah. So anyway, yeah, well, Tesla, there you go. There’s a free plug, send in your sponsor check. And maybe consider using FullScale.io. To hire some software engineers, testers are laters to help you build that really complex stuff. Ilan, if you’re listening, just call me. I know, you can find my number. I like that we have a platform and process at Full Scale. It will help you manage your team of experts at FullScale.io. And all you need to do is answer like you can get through the hire developers questionnaire in under two minutes, I’ll tell you what, see if you can do it even faster. I bet you can, if you know what you’re looking for, or what you need. It’s got to click a few buttons. All of our developers, testers and leaders are highly vetted, highly experienced. And we have I mentioned the process side, all of our clients have background management processes, because if you’re not winning, then we aren’t winning. And that’s really what we tried to do is help people win. So here we are, at the end of our kickoff of our top Kansas City startups. Congratulations again on that. I think this is our third or fourth year that we look in, and you know, as I whenever I get a founder on an episode, I like to do what I call the founders freestyle. And I’ll turn the mic over to you. And you can if you forgot to mention something maybe I don’t know, you can say whatever you want. It’s free, so I’ve had people raps and recite poetry, you don’t have to do any. Yeah, don’t think, Oh, you might want to say this. It’s up to you. But it’s your freestyle. So Chuck, here’s the mic.

Chuck Schneider 38:48
Yeah, sure. So one thought I had just, you know, to the listeners of really kind of the action is over analytics is about how do you add more value? So let’s just say you have a software system, how do you go? How do you add more value? So some you may identify a trend or whatever your analysis is? One, one way to add more value is to integrate with something else. So you may have an instrument or a piece of hardware or another piece of software to integrate with that. And then can you correlate any of that information to make higher level decisions and analysis? So some of that action may be, you know, integrating with other things. So, back to the healthcare example of you know, you may notice that, you know, a patient’s blood pressure is going up, and you may then want to go analyze, like, are they filling their prescriptions? But then it’s like, are they actually taking their prescriptions? You know, they may just be filling them. How do you integrate and find some of that information? And so rather than, you know, blood pressure going up because you realize patients are not taking it because it makes them feel weird or something. But anyways, how do you integrate? You know, beyond what you have today. And then, you know, always the goal is to add more value, the more value, the more you can charge for whatever you’re offering. And so what’s the next 234? Or five steps beyond? What’s your, what’s your processing? Now?

Matt DeCoursey 40:15
I think a few things come to mind for me about this episode. First off, I think entrepreneurs in general, and once again, I mentioned a lot of doctors are entrepreneurs, or they work at someone else’s business. And, you know, the, there’s, I think people in general, and entrepreneurs in general often underestimate the value of their time, I think, anything you can do to save time or save headache, you mentioned that kind of intangible value, when you’re really providing value, what’s peace of mind worth, and you know, some of that is the things that you end up stuck doing can really be overwhelming. And, you know, overall, I really commend and thank everyone who is trying to provide solutions around health care because we don’t want to get too controversial here. But there are a lot of parts that are broken, you’re in the US, and it’s too expensive. Most of my employees are in the Philippines. And I see the difference in cost. And sure there is maybe some level, there’s maybe a difference in some of the facilities. But in general, it’s just remarkably expensive here compared to everywhere else. And anything that and part of that, though, as is that burden that’s created by tasks needing to have occurred. And if we’re spending $2.1 billion a year estimated on manual tasks like, I mean, a lot of that’s got to be automatable, there’s got to be a better solution to that. And the result is that those savings are going to come downstream for the rest of us. And, you know, I’ve just seen the cost of health care get out of the way, you know, get out of control. So rather than signing off, I feel like you’ve got something you want to say here, Chuck.

Chuck Schneider 41:55
I will say the, you know, kind of mentioned about the controversial piece of health care, usually, at least in the US, the controversial part is made just who pays. But once you get past that, once you actually get into healthcare and pass those politics. Definitely, it’s an opportunity-rich environment, meaning lots of things. Regardless of who pays, it’s still really expensive, whether it’s the individual or whether it’s the business.

Matt DeCoursey 42:14
I mean, there are still a lot of inefficiencies.

Chuck Schneider 42:21
Absolutely. And the more efficient that physicians’ health systems can be, then they can, you know, see more patients, you know, and you want your providers and nurses to be in a good mental space when they see you, you know, if they’re on the edge of holding there, you know, your life together and their shift together. That’s not somebody you really want to see. So, yeah, the more efficiencies that we can bring to healthcare. I mean, it’s large, it’s complex. You know, health is complex. People come in with multiple problems. And so I think software and technology are finally getting there. And just making sure that it’s actually providing value and integrated with the larger system is also key.

Matt DeCoursey 43:07
Yeah, I agree. Chuck, I’m gonna see you down the road, man, hopefully, not waiting in a waiting room, filling out the exact same forms that you filled out last time we were at the doctor’s keys to stay healthy.

Chuck Schneider 43:20
I’m gonna do it the best way to beat the healthcare system.