Nick Bardo

And so I do think kind of setting out some of those tangible goals of this is what we both had coming in and then rearticulating this.

This is what we look like together.

I don't think we could say it enough that demonstrating that you're not backtracking on what you brought to the table is an important point to be able to make, too.

internal and external constituents.

And this probably won't sound very exciting, but for us, a long-term objective is to create a common technology platform.

And again, it is exciting because technology enables all that we do at the end of the day.

But we've developed a three-year roadmap that touches on technology in terms of support services and then some of the

Technology we have, we're both on Epic as an example, but we're not setting forth to create a single instance of Epic, but we're trying to learn from each other.

St.

Luke's had come up on Epic before BJC and had evolved in terms of its use of some of the tools and how do we learn from each other.

Some of that long-term objective is bringing some of those learnings to the table.

But we're moving to a single ERP system.

We're on legacy systems.

And one of the things we communicated to the organization coming in was that we would have BJC processes that we went forward with.

We would have St.

Luke's processes that we went forward with.

But we'd also build new processes.

And the ERP is really the backbone to enable us to build new business processes together.

to begin to transform the organization.

And again, that's a word that we continue to use is transform the organization, transform the processes that we use to run the day-to-day operations and really articulating to people how we can use technology better