Alexander Vaccaro

Now we're looking for ways of saying, okay, this is the bottom line cost.

And those people that can afford to pay more may have the ability to have less frustration.

Everyone gets the same quality of care, but less frustrations in terms of navigating that care.

Well, that's a great question because I'm

Now the extenders can also reach out to geographic territories that we don't have the ability to be in.

So again, having extenders go out to geographic regions that we want to have

days go above a certain number, we say, okay, we need more PAs or we need more surgeons.

So it helps us build our workforce appropriately and it helps us build our PA support.

So as we build a strong non-operative physician force, such as non-operative sports medicine, physiatrists and so forth,

So first of all,

And I, we train, we train, I train four spine fellows a year.

We train 36 residents, all the different specialties have fellows.

You have people that get together, there's pseudo teams, good teams, there's high functioning teams.

So they watch how we perform as a high functioning team.

And plus they respect their professors and their teachers.

So we want to invest in additional providers, number one.

And again, focus on technologies and forecasting reports and population growth and stuff like that.

I use all the tools available to say where we have to have patients, where we have to have providers grow.

And then we want to geographically expand.

Now that, as I said, we grow a core market, but if we decide to do and get together with a group that has a similar value system as the Rothman Institute, we publish our mission statement,