Lindsay Gross

And as an industry, we haven't done a great job of pulling in fresh talent or making this a space people actively want to enter, especially as it relates to the next generation of workers. And at the same time, the expectations have shifted today. It's not just about billing or collections. It's about so much more than that, navigating increasingly complex payer environments, adapting to new tech,

thinking critically across multiple systems, being a financial analyst, being a good coach, that kind of experience is tough to find. We're also seeing a push to do more with less. Health systems and provider groups are being asked to scale, handle higher volumes, improve turnaround times, while all always keeping costs down. That creates real pressure on teams.

thinking critically across multiple systems, being a financial analyst, being a good coach, that kind of experience is tough to find. We're also seeing a push to do more with less. Health systems and provider groups are being asked to scale, handle higher volumes, improve turnaround times, while all always keeping costs down. That creates real pressure on teams.

thinking critically across multiple systems, being a financial analyst, being a good coach, that kind of experience is tough to find. We're also seeing a push to do more with less. Health systems and provider groups are being asked to scale, handle higher volumes, improve turnaround times, while all always keeping costs down. That creates real pressure on teams.

The challenge is how to stay efficient and financially responsible without burning people out The organizations that are doing it well are the ones investing in better processes, smarter use of technology, and stronger leadership that puts people first.

The challenge is how to stay efficient and financially responsible without burning people out The organizations that are doing it well are the ones investing in better processes, smarter use of technology, and stronger leadership that puts people first.

The challenge is how to stay efficient and financially responsible without burning people out The organizations that are doing it well are the ones investing in better processes, smarter use of technology, and stronger leadership that puts people first.

Yeah, I'm really proud of building claims theory from the ground up. And I'm not even just at a year. I will be soon, but not just yet. But in a short amount of time, we've brought on national clients. We've launched a podcast, a monthly newsletter with great industry insights. We've sourced and placed some fantastic leaders in new roles.

Yeah, I'm really proud of building claims theory from the ground up. And I'm not even just at a year. I will be soon, but not just yet. But in a short amount of time, we've brought on national clients. We've launched a podcast, a monthly newsletter with great industry insights. We've sourced and placed some fantastic leaders in new roles.

Yeah, I'm really proud of building claims theory from the ground up. And I'm not even just at a year. I will be soon, but not just yet. But in a short amount of time, we've brought on national clients. We've launched a podcast, a monthly newsletter with great industry insights. We've sourced and placed some fantastic leaders in new roles.

But I think what I'm most excited about is the impact we're making, Scott. We're helping organizations find stability, clarity, momentum at times when they need it the most, whether it's solving a staffing gap or uncovering process breakdowns in the revenue cycle. We get to step in and help bring people, you know, process and tech together in a way that actually works.

But I think what I'm most excited about is the impact we're making, Scott. We're helping organizations find stability, clarity, momentum at times when they need it the most, whether it's solving a staffing gap or uncovering process breakdowns in the revenue cycle. We get to step in and help bring people, you know, process and tech together in a way that actually works.

But I think what I'm most excited about is the impact we're making, Scott. We're helping organizations find stability, clarity, momentum at times when they need it the most, whether it's solving a staffing gap or uncovering process breakdowns in the revenue cycle. We get to step in and help bring people, you know, process and tech together in a way that actually works.

Yeah, I think you're right, though. It does start with great leaders and great mentors. You know, my advice would be don't try to do everything yourself. I think even early, early on as a startup, you learn that very quickly. You're not good at everything. And don't forget that your team is everything.

Yeah, I think you're right, though. It does start with great leaders and great mentors. You know, my advice would be don't try to do everything yourself. I think even early, early on as a startup, you learn that very quickly. You're not good at everything. And don't forget that your team is everything.

Yeah, I think you're right, though. It does start with great leaders and great mentors. You know, my advice would be don't try to do everything yourself. I think even early, early on as a startup, you learn that very quickly. You're not good at everything. And don't forget that your team is everything.

Without them, you just can't exist, not in grow and scale in the ways that I'm sure most businesses want to. I've learned over time that strong leadership isn't about having all of the answers. We don't. It's about creating the space for your people to do great work. I think the most successful teams I've seen are have trust, clear priorities, a genuine respect for one another, also keep learning.

Without them, you just can't exist, not in grow and scale in the ways that I'm sure most businesses want to. I've learned over time that strong leadership isn't about having all of the answers. We don't. It's about creating the space for your people to do great work. I think the most successful teams I've seen are have trust, clear priorities, a genuine respect for one another, also keep learning.

Without them, you just can't exist, not in grow and scale in the ways that I'm sure most businesses want to. I've learned over time that strong leadership isn't about having all of the answers. We don't. It's about creating the space for your people to do great work. I think the most successful teams I've seen are have trust, clear priorities, a genuine respect for one another, also keep learning.

The industry moves so fast. Leaders who stay curious and open and who are willing to listen and adapt are the ones who thrive.