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284 Don't Get It Twisted. PGT-G Thwarts PGT-P In Battle for Embryo Genome Sequencing. Dr. Mili Thakur & Dr. Sasha Hakman

 
 

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A tale of two PGTs.

One is making bold promises and headlines, the other is quietly gaining traction and relevance.

Between PGT-P & PGT-G…what’s actually moving the needle?

Dr. Mili Thakur of Genome Ally and Dr. Sasha Hakman of HRC Fertility break down what they’re seeing in real patients, especially when everything else has already failed.

We dive into:

  • The real difference between PGT-P and PGT-G

  • Why some genetic claims are under scrutiny

  • Where whole genome sequencing is actually helping

  • How PGT-G may reduce repeated failed IVF cycles

  • Whether this can truly shorten time to pregnancy


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  • Dr. Sasha Hakman (00:00)

    Patients are hearing about these tests and wanting that control. And I think that's where like a lot of the counseling will come into play of like,


    Yeah, this test exists, however, can never guarantee that you're going to have a child that does not have the phenotype that you're looking to eliminate.


    Griffin Jones (00:26)

    PGT-P has made headlines for bold direct-to-consumer marketing, but the ASRM has recently issued guidelines warning about the absence of scientific evidence behind such big promises.


    Meanwhile, a different way of doing whole genome sequencing, or at least a different approach to it, of the embryo has quietly been gaining traction. PGT-G doesn't tout wild claims, but it's steadily widening its relevance.


    as the evidence starts to come forth and use cases mount.


    joined by Dr. Mili Thakur who is an REI at the Fertility Center in Grand Rapids and has her own specialty practice, Genome Ally, where she sees the cases that you, her colleague REIs, send her when you trust your embryologists and your protocols, but you know there's a genetic challenge afoot.


    and by Dr. Sasha Hakman an REI in the Los Angeles area who believes that genetics has a lot more to offer to avoid repeated failed IVF cycles.


    Doctors Hakman and Thakur talk about Juniper Genomics, a PGT lab that does both PGTA and PGT-G. But specifically, what advantages Juniper's tests offer


    and how these two physicians believe, if I can steal a phrase from Abigail Sirus and Dr. David Sable, it reduces time to baby.


    I've only started paying attention to these differences between PGT-G and PGT-P.


    The vast majority of you seem freaked out by PGT-P.


    Almost everyone I've talked to about PGT-G sounds guardedly optimistic.


    But I'm only starting to figure this out, so listen to this episode, tell me, what do you think? What's for real and what's unfounded?


    Griffin Jones (02:57)

    Dr. Hakman Sasha, welcome to the Inside Reproductive Health podcast. It's about time. Dr. Thakur, Mili, welcome back to the show for the 80th time. like the Steve Martin of Inside Reproductive Health. You keep coming back. Sasha, what are the latest technologies impacting PGT right now?


    Dr. Mili Thakur (03:07)

    Thank you.


    Dr. Sasha Hakman (03:07)

    Thank you.


    So there's definitely been, I mean, the newest, latest, greatest is whole genome sequencing being used. However, different companies have different focuses. So the technology itself of whole genome sequencing, I think is a very attractive emerging aspect of our field when it comes to pre-implantation genetic testing.


    A lot of people have already heard of PGT-P, which is looking at polygenic risk scores, but not all companies that are doing whole genome sequencing have that focus in particular. And I know that it's been a very controversial topic since some companies are sort of advertising this as a way, like almost direct to consumer for people to sort of create designer babies or whatever have you. you know, there was even a New York Times article


    about it, but I don't think that, I don't know if everyone realizes that not every company that's doing whole genome sequencing is doing necessarily the same thing, where some are looking at polygenic risk score, but some are looking specifically at genetic causes of infertility and recurrent pregnancy loss on a single gene variant level, as well as looking at things like reduced viability variants.


    and the company that's actually doing this right now is called Juniper Genomics.


    Griffin Jones (04:41)

    And so there's different names for tests that do hold genome sequencing, Like PGT-P is one test and PGT-G is a different test.


    Dr. Sasha Hakman (04:51)

    G.


    Correct.


    Griffin Jones (04:53)

    Who comes up with the names of the tests? I remember 10 years ago, I had just got it straight. Okay, this is PGT and this is PGS and I had finally gotten it straight and then we don't do that anymore. And it was overnight. It was like there was a memo that went out and everybody got the memo at the same time. Who's making these memos? Who gets to decide what these tests are called?


    Dr. Sasha Hakman (05:17)

    Mili, you probably know this better than I, because I mean, I think the ASRM is the one that came up with changed it to PGTAM and SR, right?


    Dr. Mili Thakur (05:17)

    I think, yeah.


    Yeah, yeah. Thank you, Griffin, for having me. I think like when we were doing just PGT and PGTS, you know, at that point, I think in the early to late 2000s, you know, there was this need of like coming out with like technology that was changing. at that before that time, I think right around like 2000 is like 2000 to 2013, you know.


    Next Gen sequencing was coming out. And with Next Gen sequencing came out cutoffs for the test and how we call euploids and aneuploids and mosaic embryos. And when those guidelines were coming out at the same time, know, PGT, SIG and other, you know, ASRM and other societies came together to kind of demarcate that. So right now, you know, as all of our listeners know, we have the PGTA, which, you know, a focus of a lot of ⁓ practices is.


    Dr. Sasha Hakman (06:04)

    . .


    Dr. Mili Thakur (06:27)

    But we have PGTM for single gene disorders. We have PGTSR for structural rearrangement where there is like translocations and inversions. And then you have the other less frequently used ones. So PGT-HLA, when you want to match an embryo to a sibling for HLA matching, you have PGT-P, which is upcoming and we are still trying to figure out the ethical benefit of it. And then PGT-G, which is this new terminology, mainly I think


    Dr. Sasha Hakman (06:42)

    Announce.


    Dr. Mili Thakur (06:56)

    brought up by Juniper.


    Dr. Sasha Hakman (06:58)

    Yes.


    Griffin Jones (06:58)

    So


    do the labs, are the labs the ones that say this is what the test is and then the medical societies decide if they're going to adopt that nomenclature or do the medical societies get together and say this is what we're calling each one of these tests?


    Dr. Mili Thakur (07:15)

    I think the initial four tests were through medical societies. like PGTSR has a different technology than PGTM and PGTA. So those were kind of decided. And now these additional ones like PGT-P, the labs that were pioneering it are pushing that name quite a bit. And then PGT-G for the companies or labs that are using the whole genome sequencing. So I don't think ASRM or any other societies have yet.


    Dr. Sasha Hakman (07:22)

    .


    Dr. Mili Thakur (07:44)

    and


    or PGT-G, however PGT-P there was a recent guideline from SRM about how to use it and where to use it.


    Griffin Jones (07:52)

    And I'm sure we'll get into that today. But the earlier tests, was it ASRM that said, here's the definitions? then do like, does Eshry have their own nomenclature and the Asian society has their own or how do they all get together on the same page?


    Dr. Mili Thakur (08:07)

    I think all the societies right now have the same nomenclature. We call it PGT-A, PGT-M, PGT-SR, and PGT-HLA.


    Griffin Jones (08:14)

    People are like, why is he laboring this benign point? And it's because I know that I'm not the only one who's wondering. So is it the case that, to your point Sasha, it's universal adoption, but are they getting together or is there one authority above all of them, like the WHO or something that is saying this is what we call tests?


    Dr. Mili Thakur (08:38)

    I think from my standpoint, our field is so small, even globally taken everything together, like ASHRAE and ASRM and PGT Special Interest Group and the PGT Society. All of those, I think are still very few scientists and physicians are involved in that. So I think in my mind, I think most everybody is calling it the same, the PGT-A.


    Dr. Sasha Hakman (08:47)

    .


    Griffin Jones (09:02)

    And then they just


    send out an email to the rest of us and then that's what we call it.


    Dr. Mili Thakur (09:04)

    Yeah.


    Dr. Sasha Hakman (09:06)

    I do think ASRM


    has a pretty big influence on how a lot is adopted worldwide. And this isn't to say like the US is the be-all end-all. I mean, there certain things that are not necessarily adopted, like when the ASRM changed the definition of infertility to be more inclusive, that wasn't necessarily the case with Escherich, for example, right? But there was a very specific reason why ASRM did this, and it was in hopes of improving insurance.


    benefits and improving access to care. So if more people fall under the definition of infertility, then perhaps that could improve access to care through insurance coverage. But maybe that's not necessarily the same priority for Escher, because a lot of countries already have incredible benefits, though there's probably a lot of populations that require third party reproduction that are still left out in that, in the traditional definition of infertility. But I think for things that are just more


    I mean, I would say less controversial. I think that if one society creates certain guidelines that are easy to follow, that make sense and scientifically sound, then a lot of the other medical societies will adopt that just to create a little bit of more of a universal language. like Mili said, our field is so small in comparison to a lot of the medical fields that there's just a ton of overlap. And there are things like


    you know, different organizations having meetings together to have expert consensus on new guidelines, depending on what we're talking about.


    Griffin Jones (10:39)

    20 % of my audience is glad that I dug so deeply in that and the other 80 % has been hitting the skip button for the last five minutes. I heard of a test called PGTWGS. Is that a test or was that just a brand name that someone is working on?


    Dr. Mili Thakur (10:44)

    You


    the whole.


    Dr. Sasha Hakman (10:56)

    It's a whole genome sequencing.


    I think everyone's just calling it whole genome sequencing. I don't know about you, Mili, but when I bring it up to my patients, I mean, obviously I'm not saying WGS because patients will look at me and be incredibly confused, but I tell them, you have this option now where we have, know, obviously routinely everyone's getting their genetic carrier screening, so you're figuring out.


    do you need to do PGTM or not, but for those where you don't necessarily need to do PGTM or PGTSR because there's no translocation or any structural rearrangements there, you're doing PGTA, most of us I think are doing it pretty much routinely in most IVF cases, and I'm really curious to see Mili's thoughts on that as someone who's also board certified in genetics, but with whole genome sequencing, you're really just testing the entire genome, and you can call it,


    WGS or you can call it G. I don't think it really matters. You're just describing what the technology is.


    Griffin Jones (11:52)

    So Sasha, is PGT-G and PGT-P the same test? They're just used for very different applications, or are they different tests?


    Dr. Sasha Hakman (12:03)

    Well, concept of whole genome sequencing is the same. Like you're getting that information, like the DNA information, but how you process it and interpret it is going to be different, right? And so, you know, with polygenic risk scores, that's totally different than say, like a company like Juniper.


    who's looking at reduced viability variants, which I think that they're the only ones that have that data, if I'm not mistaken. They have a list of genetic variants that essentially are not in the population, basically meaning that anyone who is alive does not have these variants because...


    they are not compatible with life. And so it just helps to prioritize which embryo to transfer first to reduce time to baby. That's the ultimate goal. Or to provide specific information to a couple that perhaps has recurrent implantation failure or recurrent pregnancy losses, including of euploid embryos. And you can't necessarily pinpoint what the issue is to understand better why these pregnancies are not occurring or why they're not ongoing.


    ⁓ So I think that, you know, I don't know necessarily, Mili maybe has a better understanding of the technology of the other companies and what they're doing. But, you know, the different platforms will give us different information when it comes to whole genome sequencing.


    Griffin Jones (13:37)

    would you describe Mili the difference between what we understand about PGT-P is and what someone like Juniper Genomics is doing?


    Dr. Mili Thakur (13:45)

    Yeah, so I think the ⁓ important thing is that word whole genome sequencing, right? So when we are saying whole genome sequencing in an adult or a child, you know, we have a phenotype that's already there. That means there is a child or an adult with a health condition or some sort of a family history. And then we are looking at the data for all genes that can be sequenced in as much depth as it can be. And then the work really starts. So whole genome sequencing can be done by any lab.


    but then the annotation of the genes, the curation of the genes, how to take that data that is such a large volume of data and making it meaningful for that particular patient in front of you, you know, is a slight bit easier. And whole genome sequencing is still clinically in adults and children also coming after whole exome sequencing. So we understand about protein genes better.


    And so for adults and children, whole genome sequencing still has to be curated very carefully. And you might miss some areas that are difficult to sequence. But in the embryos, when we are saying whole genome sequencing, the whole amplification of the DNA, so the biopsies taken from the outer shell of the embryos, from the trophectocytes cells, you do the whole genome amplification.


    And then you can annotate the data for whatever you would like. So basically all of the data is coming through a technology called next generation sequencing. They're looking at the data, but it depends on company to company or lab to lab as to how that whole genome amplification is happening. the reads that are being made are clear. And then how is your scientific team working and what are they kind of focusing on? So a lab that is focused on PGTA,


    Dr. Sasha Hakman (15:19)

    Mm-hmm.


    Dr. Mili Thakur (15:30)

    It's looking at copy number variants and depending on lab to lab, they are focused on making sure that the embryo sample is eucloid, has all 46 chromosome, all pieces of it, and the sex chromosomes are fine. Labs that specialize or the division of the labs that specialize in PGTM is focused on that single gene that we requested and making sure that that embryo is not going to get that disease. It's unaffected by the disease, right?


    Dr. Sasha Hakman (15:59)

    And after the creation of probes.


    Dr. Mili Thakur (15:59)

    And the third lab,


    yeah, so like linkage is established. It's a whole different workflow. They are focused on doing something that is going to be making sure as accurately as possible, mostly above 90 % and somewhere around 98 % that linkage PGTM test would tell us that the mutation is there in the cells of the embryo or not in there, right? But these labs that are now,


    taking other pieces. So there are some PGT labs that are doing whole genome sequencing. They are saying that they are doing whole genome sequencing, but in reality, they are looking at like 1800 or so different genes. So they're not looking at a family history or a personal request for a particular gene. They're going and saying, there is no direct mutation in any of these genes that were looked at, right? But there are 25,000 genes in the genome.


    and they're looking at 1800 genes. So we have to be very careful of saying, yes, your technology is whole genome sequencing, but what you're really looking at it is this much and there are areas in those genes and there are tripple repeat disorders that everybody's trying to optimize. Like fragile X type genes are not very easily read in an embryo sample. And then there are other companies and their labs who take that data. They're not focused on PGTA or PGTM.


    they have data or they have a means of looking at that data and grading the embryos for certain parameters. So they are looking at certain SNPs and saying, diabetes is more likely in your embryo number one, but less likely in embryo number two. So that's PGT-P scoring. So polygenic risk scoring is commonly used in other kind of paradigms, but we are trying to predict a phenotype in an embryo that has no phenotype as of now, plus also we are...


    adding another layer to these embryos, like all of them are healthy, right? Healthy in the sense they're PGTA normal, they don't have the PGTM gene, but now we have graded them. And if our first two or three don't take in the PGT-P based on their lower risk of diabetes or schizophrenia or hypertension or physical attributes or whatnot, then the parents are settling for their third best embryo when there was no actual difference in all of those embryos.


    Dr. Sasha Hakman (17:54)

    .


    Dr. Mili Thakur (18:16)

    Right, so that PGT-P is just a layer of analysis that's been put on the data to grade embryos based on certain predefined parameters. In whole genome sequencing where reduced viability variants are being looked at, like Juniper, what they are doing is they are looking at PGTA, they are looking at PGTM if you have a single gene, but then they're also looking at the data for reduced viability variants.


    Dr. Sasha Hakman (18:21)

    . .


    Dr. Mili Thakur (18:45)

    So the lab curates that data. kind of, they have that data and they're increasing that by having more patients do it. And so based on the analysis, your product or your panel becomes stronger. you can, like right now for an adult or a child, when I order whole genome sequencing, you can do it for a thousand dollars, but I can't take that data and make it meaningful for my patient.


    Griffin Jones (18:46)

    Thanks. ⁓


    Dr. Sasha Hakman (18:52)

    Mm-hmm.


    Griffin Jones (18:53)

    you


    you


    you


    Dr. Sasha Hakman (19:10)

    .


    Dr. Mili Thakur (19:11)

    The same thing, we have to take all of that data and make it meaningful for each embryo.


    Dr. Sasha Hakman (19:12)

    Okay.


    Dr. Mili Thakur (19:17)

    and then to the parents.


    Griffin Jones (19:18)

    And is the reason why you can't make it useful for your patient is because they're actually only screening 1800 genes or that's a different concept?


    Dr. Mili Thakur (19:28)

    That's the different things. Yeah. So basically for an adult or a child, there's 25,000 genes. Some people


    say 30,000, some people say 20,000. Out of those 18,000 genes are something that we can sequence. And out of that, if you look at these companies that do it for adults and children where there are millions of cells and everything's there, there are gene areas that don't sequence well. They're kind of in the dark.


    And then on top of that, amount of data generated from whole genome sequencing is immense. Like even in, I sometimes will provide a 600-joll gene list to these companies because I'm looking for infertility-related genes or recurrent implantation failure genes. Even then I'm getting like seven to 10 variants of uncertain significance in just 600 genes. So what I'm trying to say is whole genome sequencing, even though it sounds like a very fancy word, at the end of it,


    the test is useful to our patients and to our physicians based on the curation of the data and how we kind of make it meaningful. Like I would want to transfer an embryo that would have the highest chance of a live birth, lowest chance of a disease causing gene. But then I don't want to add decision-making to already stressed out couples or individuals to say, hey, you have these five embryos, one has this wrong with this.


    Dr. Sasha Hakman (20:28)

    Mm hmm. Mm-hmm.


    Dr. Mili Thakur (20:52)

    second one has this wrong, which one would you like to pick? Right, we have to tell them at the end of it, our patients are looking at our guidance and we have to say embryo number one seems to be the best and let's never transfer embryo number five because it has a disease causing risk.


    Griffin Jones (21:08)

    Sasha, tell me more about the significance of these reduced viability variants. What is that? How do you counsel your patients on it?


    Dr. Sasha Hakman (21:15)

    We're in an age now where a lot of patients are looking for answers on social media. We know that on average 15 to 20 % of couples with infertility will be given the diagnosis of unexplained infertility. I don't know how much you guys are consuming online. I consume a lot about what is being said because I wanna know what my patients are seeing and hearing online. And there's a lot of BS of...


    There's no such thing as unexplained infertility. There's always an explanation. It's usually something like PCOS or endometriosis. And couples who are getting this diagnosis always assume that there's some sort of inflammatory disease happening that is causing their infertility. And everyone's forgetting an incredibly important part of biology, which is genetics.


    You know, with like the PGT-P, for example, we're looking at polygenic risk scores, but you're forgetting that like a big part of that is there's an environmental component that affects the phenotype. And so you may have a genetic predisposition to something and there may be an embryo that has a higher risk of, for example, type 1 diabetes, but you know, it's usually the Coxsackie virus exposure that then creates a cross reaction.


    where you create antibodies that attacks the pancreatic beta cells that eventually will lead to type one diabetes or insulin dependent diabetes, right? And so we can't predict what the environmental exposure is necessarily gonna be. And so that's a lot harder to really provide a guarantee of any sort. And obviously we can never guarantee anything when it comes to reproductive medicine, but that to me is just sort of.


    a lot harder to utilize for anything clinically meaningful. But I think that if somebody's coming and we have these genetic variants that are highly associated with infertility or with recurrent pregnancy loss and somebody's gone through multiple IVF cycles, we don't necessarily have answers. This is where I often will encourage them to consider using a test like Juniper because then if I'm able to get this information,


    Griffin Jones (22:58)

    But I think that if somebody's coming, we have these genetic


    associated


    Dr. Sasha Hakman (23:20)

    with reduced viability variance, and I have seen this with couples, where up until that point, creating embryos and sending it out and testing through Juniper, I had no answers for the patient, right? Why did you fail for embryo transfers? I don't know, we've tried everything. We're now assuming it's the embryo, or sorry, it's the uterus, and we're doing endometrial biopsies of tests that really have no real evidence to support whether we should do these tests or not.


    Griffin Jones (23:23)

    you


    until that point.


    Why did you build?


    I'm assuming it's the embryo, or sorry, the uterus, and we're an in-vitro biopsy.


    Dr. Sasha Hakman (23:49)

    And then when we go to create new embryos and send it out to Juniper, and now I'm seeing that there's a common variant amongst the parents, the embryos that keeps showing up again. And I see that there's maybe one embryo that doesn't have this reduced viability variant. It allows me to now select out of a handful of embryos which one to transfer first. And if it's accessible, then I feel pretty confident that this is likely the reason.


    Griffin Jones (23:50)

    And then when we go to create new embryos and send it out to Juniper, and now I'm seeing that there's a common variant.


    And I see that there's maybe one embryo that doesn't have this reduced survival experience. It allows me to now select out of...


    Dr. Sasha Hakman (24:15)

    I like to give one clinical example of something that was discovered in a patient that we didn't know prior, and this test gave us a lot of answers. So I had a patient who started off with me at the age of 23, actually. She has high ovarian reserve, but she's 23, no PCOS, extremely regular cycles, no signs of hyperandrogenism. It was a classic case of like,


    Griffin Jones (24:15)

    And I like to give one clinical example of something that was discovered in a patient that we didn't know prior.


    And the test gave us a lot of answers. So I had a patient who started off with the endocardial disease. She had thiobarine reserve when she was 23. No PCOS, extremely regular cycles.


    Dr. Sasha Hakman (24:44)

    unexplained, you can kind of argue mild male factor, like lower morphology, but other parameters were normal. Did IVF, we did an embryo transfer, unsuccessful, second transfer, successful, which we expect with either PGT or in this case, they were untested embryos. Because she was so young, I actually counseled her that PGT was probably unnecessary at this age. So after the second transfer, she was ready for baby number two.


    Griffin Jones (24:52)

    Did I? Yeah.


    Dr. Sasha Hakman (25:11)

    She had four embryos remaining. All four embryos failed. In a 23-year-old, that's very unusual. And so now we decided to make more embryos and given her high level of anxiety, not understanding why so many embryo transfers failed, we decided to do genopogenomics. And then we discovered, and this was a part of her family history that she failed to tell me, but that there was familial hypercholesterolemia coming from the maternal side.


    Griffin Jones (25:16)

    and 23 or the very unusual.


    So now we decided to make more embryos and given a high level of anxiety, not understanding what's going on in their future cells, we decided to use the


    Dr. Sasha Hakman (25:40)

    and half of the embryos were affected, actually probably more than half of them were affected by this. It's autosomal dominant, that's not surprising. But the particular variant that she had, if you go into the literature, highly associated with implantation failure. And so at that point, I decided to check her lipid levels and her cholesterol through the roof.


    And that's not something we routinely test in a young, healthy patient. We don't do fasting lipids routinely. You're assuming that they're going to their PCP, getting their preventative care, but it's not necessarily a required test outside of the clinical picture of PCOS prior to a transfer. And so now it was easy to say, well, let's get your lipids within normal range in preparation for an embryo transfer and pick.


    the euploid embryo with reduced viability variants, but we're also able to discover that a lot of these embryos had other medical conditions that arose from the parents that were not known about before, like dilated cardiomyopathy.


    Griffin Jones (26:41)

    With that patient, were you able to find embryos that successfully implanted?


    Dr. Sasha Hakman (26:45)

    So we're getting ready now. So I'm very curious to see what the outcome will be, but her transfer is gonna be in about two weeks.


    Griffin Jones (26:53)

    fingers crossed everyone I think will be very interested in that outcome. I want each of you or either of you to tell me if I have this understanding correct and if I have my terms incorrect, you'll correct me. Are people looking to polygenic risk score for a genetic promise but that promise might not materialize because it doesn't account for epigenetic variables post embryonic development?


    Dr. Sasha Hakman (26:54)

    Fingers crossed, yeah.


    Dr. Mili Thakur (27:21)

    So basically what polygenic risk code for embryo, the science is not ready yet. So basically what we are doing in PGT-P labs is they're taking the data, they're trying to predict an outcome for an embryo or the likelihood of that outcome, which is like a polygenic condition. So type one diabetes, schizophrenia, hypertension, breast cancer risk, or.


    risk for like physical attributes that are different, right? So when we're trying to do that, the prediction is on the premise of the data that's available. And the data is available for a certain ethnic background, certain age group. And we're trying to predict an embryo's health or a future health of an embryo based on that. And that's the ethical consideration of VGTP right now. So in order to like,


    Dr. Sasha Hakman (28:06)

    .


    Dr. Mili Thakur (28:13)

    be able to tell a couple or an individual who's been struggling to conceive whether or not they will have a live birth is the outcome that most of the physicians in this field want. They want an outcome of a live birth with no obvious health concerns to a child or an infant, right? So PGT-P is trying to predict if the child will develop hypertension or type 1 diabetes and


    For certain populations, it might be an important answer to know out of their five embryos that are euploid, which one would have a lesser chance of say a mental health condition or type one diabetes. And it could be meaningful information. But if you're trying to give that information to a couple that came in the door, just looking for a healthy life worth, that information is overwhelming. It's falsely kind of making that premise. And there comes your...


    Dr. Sasha Hakman (29:00)

    .


    Dr. Mili Thakur (29:08)

    you know, genetic promise versus what happens in an epigenetic way. And to, you know, Sasha's point, you know, environment is going to play a role. So trying to limit our embryo number to be transferred from a euploid embryo, right, or from an embryo that did not have a PGTM condition to something where now the couple is doing another round of IVF to find an embryo that would have a lower risk of a mental health condition, which


    by the way, polygenic, it may or may not happen to the child, is not a good idea of our resources for our doctor's time, for all of the stress that the parents have go through. Even though the information seeking patients, the ones that are looking for this additional information, they're still human. At some point, they're going to have to say that this embryo is all right to transfer, right?


    Dr. Sasha Hakman (29:43)

    you you


    Dr. Mili Thakur (30:05)

    and stop doing another round of IVF


    because they would exhaust themselves out with that pursuit. So that is why new guidelines came out that PGT-P is not ready for prime time. For some families, it might bring some meaningful information after the rest of the testing has been all right. to your point, the post zygotic epigenetic changes and all of that is far away from where we are right now.


    If you try to grade embryos based on physical attributes, it just makes sense. A healthy euploid embryo is very difficult to make and to have access to one healthy euploid embryo without knowing its PGT-P score is rather what I would recommend to my patient if they're on board with that information.


    Griffin Jones (30:50)

    And so I don't know any or I'm not aware of I might know several but I don't I can't think of any REIs that I know have been ordering PGT-P. Are some REIs doing that right now or were they up until the ASRM guidelines?


    Dr. Mili Thakur (31:06)

    I think doctors still are at independent, they can order the test. Like if somebody has a personal history of ⁓ type one diabetes and their spouse has something going on and it's very meaningful to them, they are good candidates, they have multiple embryos already, PGTAU employed in another lab and they want to pay that extra information, they can get that information and make that choice. So I think.


    Dr. Sasha Hakman (31:09)

    Yeah.


    Dr. Mili Thakur (31:30)

    Doctors who are doing PGT-P, you know, will do it on a case to case basis. What we want to do in the field here and globally is access to an embryo, whether naturally or through IVF, right? Access to pregnancy that is not going to have a major health risk as best as we can tell. So PGT-P factors into that for small percentage of patients that have a specific requirement.


    but not for the general population. be presented to the patients that way. Like any parent would want to minimize the risk of everything that they could to a child. would want a child to have...


    Dr. Sasha Hakman (32:08)

    I think it's mostly patients


    that are requesting it is what I've seen. And it's typically under the guise of like, had a brother with really bad schizophrenia after seeing him live like this and ended up committing suicide. I want to make sure I don't have a child who has this issue. And so I think that's where Patients are hearing about these tests and wanting that control. And I think that's where like a lot of the counseling will come into play of like, you know,


    Yeah, this test exists, however, you know, this can never guarantee that you're going to have a child that does not have the phenotype that you're looking to eliminate.


    Dr. Mili Thakur (32:47)

    Yeah. And for our practice, like for me, like if there was that mental health condition or if there was a severe autism in a, in a nephew or in a family member or another previous child, sometimes by doing this


    kind of testing and reassuring them falsely, you're actually missing the actual gene. That would have been the reason because you do not have access to that person who was affected genetic information.


    Dr. Sasha Hakman (33:08)

    No. Thank


    Dr. Mili Thakur (33:12)

    You can miss a monogenic condition and then try and reassure yourself with polygenic risk scoring, but it could completely recur in the child because the gene wasn't found in that family.


    Griffin Jones (33:24)

    And so the reason why PGT-G seems to be a more hopeful option, at least that's what doctors seem to be cautiously optimistic about the promise of PGT-G is because we can get to the science sooner. Is that correct? Because we're looking for results happening in embryonic development. Is that right?


    Dr. Sasha Hakman (33:43)

    Yeah, it's like time to baby, right? Like we're still very limited in our pregnancy rates with all the technology that's advanced.


    pregnancy and live birth rates per transfer and now everyone's pretty much doing single Euclid embryo transfers. Like ESET's a great practice to reduce the risk of multiples, but we've also plateaued in our pregnancy rates. And I'm sure, like I talk about this on Instagram all the time so that patients understand this. My patients understand this well because I counsel them.


    But I think it's important for people to understand that every embryo transfer is going to be successful. And even as an REI who was just the patient, like I had my first embryo transfer recently be unsuccessful, would the second one be successful? Knowing like it does take more than one embryo, but why are we always having to do multiple embryo transfers to get there? And in the cases of recurrent implantation failure or recurrent pregnancy loss of euploid embryos.


    how do we move the needle because there's this really common practice of starting to say, there must be something wrong with the receptivity of the endometrium. Maybe there's something else like we need to do intralipids and add prednisone and do all of these add-ons. People are doing uterine PRP and we're.


    doing a lot of experimental things that if you look at the overall data and listen, I add these things on too when I don't know what else to do and everything else has failed. sometimes the missing link and maybe the thing that'll help us move the needle to improve our pregnancy rates is having more comprehensive genetic testing of the embryos to see is this actually really going to result in a pregnancy and life birth or not? Are we able to gather this information? And the more that


    They're able, know, one thing I've really liked about working with Juniper is that they sit down with me as a physician. I get to talk to their genetic counselor. We can look at, you know, they do a lot of hand holding to help interpret the information and because you're in constant contact with their team, they gather more data and they're providing more information to try to get you sooner. We've had a handful of patients who've had recurrent failed embryo transfer, recurrent implantation failure.


    transferring into a surrogate only for it to fail multiple times again. And that's how you know that there's something wrong with the embryo. If you're transferring these embryos into a GC and multiple different GCs and it's not successful, and then you move on to doing something like whole genome sequencing where they're able to actually give you a genetic reason, now it gives you a lot more information and what to do with it.


    Griffin Jones (36:08)

    Thank


    Dr. Sasha Hakman (36:29)

    You could at least give a little bit of closure like, okay, maybe the next step is actually moving on to donor GAMI or maybe the next step is just making enough embryos until you get the ones that don't have this reduced viability variant, for example.


    Dr. Mili Thakur (36:41)

    yeah.


    Griffin Jones (36:42)

    more


    information on the embryo prior to implantation was the prior to transfer that is, was the promise of PGT and now we're debating the relevance of mosaicism. tell us about that evolution, how that plays into this and is PGT-G relevant in that conversation?


    Dr. Mili Thakur (37:02)

    Yeah, so I think I disagree with the statement that we don't have the promise of the genetic testing kind of play out. I think genetic testing overall is like improving quite a bit. We are better than ever in our PGTA analysis right now. There are cases that I see at genome ally, my practice, we only get referred cases from other IVF doctors where the embryo testing is picking up something that was never picked up in a parent.


    Dr. Sasha Hakman (37:03)

    .


    Dr. Mili Thakur (37:30)

    And I've shared this few examples before we have embryos that were tested by a combined next-gen sequencing SNP-based platform, only 400 SNPs in that platform at that time, where they picked up something unbalanced in four out of 10 embryos. it was chromosome number seven was showing again and again. Patient had two previous miscarriages, had gone to PGTA just like that. The doctor did the keter type analysis after the embryo showed it and it was normal.


    Keterotype came back normal, which is not possible. If multiple embryos have a problem, something's gotta be wrong with the parent. The case came to me. We went back to the lab that looked at the parents and we said, there has to be a translocation. I had taken a detailed history of the male partner and the female partner. And the male partner had a brother who had a translocation involving chromosome seven and 14. And we had them look at that area and they found it.


    But in all true sense of the way, if they were going routinely, this was a couple with unexplained recurrent pregnancy loss with normal ketyotypes, and now PGT-A for the first time picked up something in an embryo. And there's cases after cases where we've picked up deletions that the PGT lab is reporting. So what


    Dr. Sasha Hakman (38:43)

    So


    Dr. Mili Thakur (38:45)

    I'm trying to say is, yes, of course, we have to take care of how we report mosaicism embryos, whether it should be reported or not reported.


    Dr. Sasha Hakman (38:45)

    So.


    Dr. Mili Thakur (38:54)

    Lomozake embryos are as good as euploid, test results and all that kind of information has to be sorted out and it's another talk for another time. But what I'm trying to say is at this point, PGT labs all across the world, the scientists that are working in these labs are doing amazing work. We have to realize that PGT is picking up stuff in embryos that could never been picked up in the parents. And the beauty of the PGT


    platform, any platform is that you have actually the combination of the two parents. You can look at the male partner and the female partners embryogenetics in the embryo at one go. So the point of the whole thing is PGTA is like all the scientists that are working in the PGTA field are making the test better and better. We have to come together as a field and say,


    where our cutoffs should be, what we should do with mosaicism and how to give this test to the patient. What are the best candidates? I think that's for the clinicians to decide, not the PGT labs to decide, right? Which is the best test for PGTM. The labs are now doing as best as possible. And the way I'm using PGT-G right now is the curation of the data. So I have patients where there are recurrent implantation failure, unexplained, you know,


    Dr. Sasha Hakman (40:11)

    .


    Dr. Mili Thakur (40:15)

    maturation issues with eggs or eggs don't fertilize. So what we are doing is developing a test, right, that is going to be pre embryo test. So you're going to have PGT-G available to the couples that require that test. But first we need to pick up those couples ahead of time before many failed IVF cycles happen. So on a regular basis, I'm getting referrals at genome ally from doctors like


    one to two per week where cycle after cycle, eggs are not mature. The embryos don't go to blastocyst. There is like something wrong in that and we can see that it's wrong. There are some couples that have referred to me after they use donor egg and still there wasn't a blastocyst conversion. The embryo did not make into a blastocyst. So the juniper's data


    Dr. Sasha Hakman (41:09)

    Okay.


    Dr. Mili Thakur (41:10)

    is going to have wide applicability in the future. Right now they are collecting it on patients who have like many attempts and haven't gotten pregnant, the kind of patients Sasha was saying, right? But eventually we're going to collect this data in embryos and then be able to give it to anybody who walks into the door with


    infertility and say, hey, you are the low risk couple. And hey, you are the one that's gonna fail four IVF cycles. So we got to do this, this and this.


    Right now, we are at the point where you have to get through those four or five cycles, different labs. Anytime you go, and I've had patients who've been to three different doctors, as soon as a patient with a failed IVF cycle goes to the next doctor, the next doctor thinks that they've got it, their lab is gonna do it, they have the technology and their protocols are better, and the cycle fails again with the same exact results.


    If there is a reduced viability variant, if there is a variant in one of those OZEMA genes, O-Z-E-M-A genes, no matter what you do with your technology and our embryologists are doing amazing work, the cycle's gonna fail. You're not gonna have fertilization if sperm genes are abnormal. You're not gonna have blastocyst development if your embryonic genes are abnormal. Right now, we are just scratching the surface. And so we partner with Juniper


    for cases where we have found something in the parents and now we need an answer or sometimes we are using it for patients where it's like the end of the road situation. We need to find out if we need to move to donor gametes or something like that.


    Griffin Jones (42:45)

    Do you think that that it will quickly move beyond just edge cases?


    Dr. Mili Thakur (42:50)

    Yeah, I think we are working hard at genome ally. You know, we are collecting our data and we have a pretty good yield. Like we are having about 10 to 15 % of patients who are walking in the door with something abnormal. And if the phenotype is good, we can literally pinpoint what is happening. So like if you have empty follicle syndrome, right? Every time you go in for an IVF retrieval, your trigger has worked and eggs are not coming out.


    Dr. Sasha Hakman (43:01)

    .


    Dr. Mili Thakur (43:20)

    There is a certain set of genes that are going to be responsible and many times will pick it up. The same


    thing with failed fertilization. Like we need to get to the place where this is normalized. Like our doctors in the field right now are doing the best ever work that has ever been done in ARIA because they have the tools at their fingertips. Our scientists have the cutting edge technology. But what we are trying to do is cycle after cycle, getting our patients through


    the hope that it will work, right? In every practice,


    Dr. Sasha Hakman (43:52)

    Mm-hmm.


    Dr. Mili Thakur (43:53)

    one to 2 % of patients are gonna be in this boat right now. And when you see the amount of cycles we do in the US every year, that one to 2 % is a big number, right? In my practice, every week I see two patients. So that's a big number, right? I see patients from 26 different states. Everybody has these cases that they are looking answers for. So it's gonna be huge for these patients initially.


    Dr. Sasha Hakman (44:00)

    So. So.


    Dr. Mili Thakur (44:19)

    but then the broad application of this data is going to go to a test that will happen at the beginning of their journey rather than after fail cycles.


    Griffin Jones (44:27)

    Sasha, do you think it could be the case in the not too distant future that people have to consent out of whole genome sequencing their embryos?


    Dr. Sasha Hakman (44:37)

    I think we're pretty far away from there. I don't know if it'll get to.


    I mean, maybe, who knows what's gonna happen in the future. I do think that if over time there's enough data to show that live birth rates are much higher, like from the first embryo transfer, I think that a lot of clinics will start adopting it because, you know, when the SART data comes out, we're all looking at our data and then everyone always wants to think like, how do we...


    get even higher, like the data keeps getting better, but like how do we keep getting higher? How do we reduce the number of times we have to call someone and say, sorry, your embryo transfer was unsuccessful, we have to do this again. And so like that's always been the goal in this field is to, you know, create some level of like cost effective treatment, reducing the number of IVF cycles that are required per baby, reducing the number of embryo transfers that are required because


    Not only is it like there's a financial, financially just a huge toll for patients, there's the emotional burden and then there's treatment fatigue when cycles are unsuccessful. So how do we gather more information to be able to, the first question everyone will always ask is why didn't my IVF cycle work? Why didn't my embryo transfer work? People want answers and in many cases you don't necessarily have the answers right off the bat. So if you know that there's a test that's available that could potentially


    give you that information. And I love that Mili brought that up because I actually just called Juniper the other day saying, hey, I have a patient who out of, she has diminished ovarian reserve, but out of the mature follicles that we get, she's already done five IVF cycles. Less than half of those follicles will give me an egg out of the mature follicles despite a really high estradiol level and even good progesterone after trigger, which is like highly correlated with mature eggs.


    I can't get the eggs and once we get the eggs, have very poor fertilization despite having excellent sperm and we just can't get to blastocysts and she's only 37. Like that's very unusual at that age. Or you get the patient where you get tons of eggs and you never get any blastocysts in the end of the IVF cycle. AMH is high but they have very poor fertilization and blastulation.


    This is where I asked them, like, hey, can we send you this tissue early on and can you test the parents to help give me some answers so I can give them answers because that patient went first, second and third opinion. The other doctors did a totally different protocol. Patient had an even worse outcome. Fewer eggs retrieved, none were mature, no embryos. like, there's, like you said, there may be a genetic reason to it. And I...


    Dr. Mili Thakur (46:59)

    Yeah.


    Dr. Sasha Hakman (47:19)

    You know, I actually often tell patients who come to me for a second or third opinion, I often tell them, your past performance is highly predictive of your future performance. I can change the protocol, I can do something totally different than the last two doctors, but I don't know that it's going to result in anything different than you've already seen. And so ⁓ I actually do think it's really interesting how some doctors will act like,


    Dr. Mili Thakur (47:43)

    and and and Griff


    Dr. Sasha Hakman (47:47)

    a different protocol will make or break the outcome, at the end of the day, if biology's in your favor, it's really not that difficult to stimulate the ovaries and to get eggs and to create embryos.


    Griffin Jones (47:49)

    Okay.


    Dr. Mili Thakur (47:58)

    Yeah, so I wanted to say to Griffin's question of like whether PGT, like genomic test for the PGT, right? The whole genome sequencing for PGT become like a norm. I think before that, newborn screening by whole genome sequencing will become a norm. So right now, newborn screening happens for rare genetic conditions. For most states, it's around 50 to 60 disorders. We are in that case. But there is a lot of studies going on now where every newborn baby will get its whole genome


    sequenced, we'll find out what the risks they are at, pick up all the rare genetic diseases ahead of time, then be able to, that becomes normal, then we will be able to kind of incorporate whole genome sequencing in embryonic data. And then I've spoken about this before, even for our carrier screening.


    we should do whole genome sequencing, have all the genes available, and then based on where you match the donor or where the partner test results are coming, you can unmask the gene. Right now, a panel is done, and if I need another gene added, I have to have the patient go and do a new test. But the technology of whole genome sequencing, the backbone should be the same, and then we should be able to pick up the data for the carrier screening.


    Patients are being screened by 800 plus conditions and some donors or their partner were screened by only 300 conditions. Now, how do you figure out the rest of the four? You will have to do a new panel, but if it was a whole genome sequencing based test, then we would just unmask those genes and say, hey, give me the results of this. So to your point, I think overall, once we create our workforce for genetics, once we have the support for the reproductive endocrinologist,


    to have that genetics backup, right? In a busy practice, these patients are going to require disproportionate amount of the doctors and the staff's time. And if we are able to create practices like Genome Ally, where we take on that work, we understand genetics really well, then you can order more of these tests. But if the staff and the doctors are getting overwhelmed with the genetic tests that they are opening,


    then it becomes difficult for the patient experience, for the physician's experience and all of that. So to your point, newborn screening with whole genome sequencing will come first or in parallel. And last thing, the last thought I wanted to give is it's very important for us to work with a team that is focused on genetics for infertility. So Juniper, the scientists and the genetic counselors are focused on infertility.


    Griffin Jones (50:13)

    More things out of the


    Dr. Mili Thakur (50:29)

    rather than going to a medical genetics lab that do commercial whole genome sequencing, their databases are full of disease-causing genes that are affecting children, infants, and adults. They're not focusing on our genes. They always report the genes that I'm asking them for as a variant of uncertain significance because they don't have that key data. So for us to build the systems inside of the infertility field is very important. So we can know


    These are the genes that are important and these are the variants. So the broad applicability of Juniper's data set is going to come in a few years when we get that data available to everybody.


    Griffin Jones (51:10)

    still ordering tech.


    Dr. Sasha Hakman (51:10)

    And I predict that there will


    probably be a panel for the infertility patients who will want that information prior to even doing their treatment so they understand what they're getting into.


    Dr. Mili Thakur (51:15)

    Yeah. Yes.


    which is what we are trying to do right now. So Griffin, what we are doing is because we don't have the test developed as yet as I would like it to be. We are going through a clinical grade, medical grade, whole genome sequencing lab. And then we are providing them a curated list of genes that I want them to read and give me results back. But their curation of the data and interpretation of the data is not happening through a genetic counselor.


    that is well-versed in infertility genes. So they're just sending us the data and we are having to do a lot of work. Every case that I'm seeing for this kind of testing takes a lot of effort. But with Juniper, when we send them a case, because their team is focused on infertility-related genes and reduce viability variance. Like when I have meetings with them, I'm an advisor for them, right? So when I have a meeting with them, I say the gene and they know the gene.


    Right? When I say WEE1, they know that this, gene that we are talking about, TUB8, like these should be genes that now REIs will get very well versed in once we have all the tests available. Like we could say to the patient and say, Hey, let me check your TUB8 gene because your phenotype looks like that. Right now, that's not the case. Right now we are still at the phase of like, let me try a different protocol. Let me try something different. And then doctors are


    working really a lot of volume. So sometimes if you take the history, there will be history of consanguinity. As soon as you see a shared ancestor and a failed IVF cycle, your answer is, I would say, majority of the time genetic. It just hasn't been found yet. So if you have empty follicles in somebody, and I have a case where there were empty follicles, she's from a background where there is consanguinity. Her parents are first cousins.


    And as soon as we did the whole genome sequencing with our candidate gene testing, we found the LHCGR receptor was abnormal. Nothing's gonna work with your trigger in that patient. And that's a very good answer. Like we shouldn't be doing cycle after cycle with empty follicles because she does not have the gene to make the receptor for a particular thing that's very important in IVF.


    Griffin Jones (53:33)

    What about for those of us whose parents are not first cousins? about further up the family tree? Are you still seeing that same pattern that I'm sure that if people are from the same ethnicity, they probably have one 15th great grandparent in common. So how far up are we talking?


    Dr. Mili Thakur (53:49)

    again.


    The farther it's better, but then I was surprised that there are communities in the US even. Like mostly I thought there are certain global communities that we would always seek consanguinity with. But thanks to PGT labs, and there are some PGT labs that are SNP based labs, we got results where it said common ancestor in the embryo. Both of the copies had loss of heterozygosity. And now when I went back and I kind of traced their family, they really are related.


    And it was found in a PGT report, not in their family history taking. So embryo testing can also pick up common ancestry now. And we have found it in the US population. There are still communities where consignancy existed long ago or still recently. So what I'm trying to say is, as physicians, when I was a fellow, a lot of our...


    focus goes on to surgery, a lot of our focus goes on to reproductive endocrinology and how to trigger and protocols and other things. It's more and more important now to teach our fellows and the physicians how to recognize these red flags for genetics. They don't have to take care of the whole piece of it, but as soon as they recognize it, there's your catch. And then, you know, referral to us or any other genetics counselor or genetics professional would be a good idea.


    But those cases are the ones where we have found the greatest yield.


    Griffin Jones (55:15)

    So Sasha, this whole question on cutoffs, we're gonna have to come back to another time, we? That could be its whole topic, this whole debate that's happening on mosaicism. Like, what is mosaicism even? Is it even relevant? That's probably gonna have to be its own topic, isn't it? Sasha, what would you advise to other REIs who are fairly unfamiliar with PGT-G, and how would you recommend that they approach this?


    Dr. Mili Thakur (55:23)

    soon.


    Dr. Sasha Hakman (55:41)

    I would say if you're at the very least in a situation with patients where you had poor


    IVF cycle outcomes that can't where you have no explanation you're trying to figure out how to troubleshoot. Ideally the first time you consider using this test to allow you to gather information, but especially in the cases of multiple failed transfers or poor IVF outcomes with fertilization and embryo development. It's a really good idea to really consider doing PGT-G.


    to gather information so that patients are not doing repeat IVF cycles erroneously, wasting time, money, injections, appointments, emotions, to then land in the same position over and over again. Because likely if a patient has something genetic happening, you can do all the protocols in the world and all you did is waste their time and money and give them more false hope, especially for those who are out of pocket, which is the large majority of patients.


    Dr. Mili Thakur (56:45)

    my thought is that labs and physicians, know, who have their protocols really well and who have really good blast conversion rate and watching and auditing their system and they're doing amazing well, they should feel confident that when they have a failed IVF cycle, shouldn't


    go and say, okay, this must be my protocol or this must be the batch of eggs or this must be the thing. Okay, you could repeat one more cycle, but don't go to the third or fourth cycle. Be confident in your lab and your embryologist and in your own protocols and say, hey, I want you to go see somebody. Let's find some answers before that. Patient may or may not be open by that time. They might want you to do.


    Dr. Sasha Hakman (57:11)

    Mm-hmm.


    Dr. Mili Thakur (57:27)

    a junk's like Omnitrope or this or that, but instead of steering them there, get the check mark of the genetics out of the way, and then go back to your protocols. Patients will appreciate it because those small percentage of patients that are not gonna have any success with what you do, you're picking them up sooner. So I want physicians to feel confident in their labs and their embryologists when their embryologist says, I made blast off all the patients except for this one. It's not the protocol mostly.


    it's the patient characteristic. And part of that patient characteristic is the genetics. seeking those kinds of answers early is very important.


    Griffin Jones (58:04)

    We've outlined a whole number of topics that we could come back to and that we will. And I hope to do a couple of articles on that. It doesn't always have to be in podcast form. I'd like to give each of you a platform where we could do some, if not longer, form maybe very specific dives on some very specific topics in some articles. I'd like to do that with each of you. And Sasha, we'll all be keeping our fingers crossed for your patient.


    and I look forward to updates again.


    Dr. Sasha Hakman (58:30)

    I'm very anxious for her.


    I'm dying to do the transfer already.


    Dr. Mili Thakur (58:34)

    and we wish her the best.


    Dr. Sasha Hakman (58:36)

    thank you.


    Griffin Jones (58:36)

    Thanks to both of you for coming on the program.


    Dr. Mili Thakur (58:38)

    Thank you.

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283 Proof of Concept. IVF Lab Automation. Dr. Jason Barritt. Dr. Jacques Cohen

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


Lab automation in IVF is no longer theoretical, it’s been proven.

Proof of concept doesn’t mean it’s ready to replace embryologists…

But it does mean this works.

Chief Scientific Officers Jason Barritt of Kindbody and Jacques Cohen of Conceivable Life Sciences join the episode to discuss a recent study published in Human Reproduction examining AURA, the robotic lab system developed by Conceivable Life Sciences.

We dive into:

  • What “proof of concept” actually means in IVF lab automation

  • Why this study matters (And where it falls short of current standards)

  • The role of automation as a testing ground for new lab technologies

  • What a fully automated IVF lab could unlock

  • Whether “hub and spoke” models in fertility have been misunderstood (and what they could actually become)

If automation continues to progress, the scale of what’s possible in fertility care may look very different than it does today.


A Historic First in IVF: Can Day 0 Be Fully Automated?
For years, IVF automation has focused on single-point solutions. One step. One tool. One task at a time. Human Reproduction recently published Conceivable Life SciencesDay 0 research to answer a much bigger question:

Can multiple automated systems sequentially perform Day 0 IVF procedures?

This is the first published data exploring whether integrated automation can execute the earliest phases of IVF, from retrieval forward, as a coordinated system.

Inside the Day 0 paper, you’ll discover:

  • Why Day 0 has remained one of the least standardized stages in IVF

  • How sequential automated systems were engineered to work together—not in isolation

  • What technical validation data reveal about system performance

  • How human oversight is integrated at every stage

  • Why this marks a shift from single-point tools to workflow-level automation

This isn’t about replacing embryologists.  It’s about proving whether complex IVF procedures can be supported by coordinated systems designed to deliver consistent, expert-level performance.

Before this paper, there were proof points. Now there is system-level evidence.

If you care about the future scalability of IVF, this is required reading.

👉 Conceivable Is The Ultimate Family Business, follow on LinkedIn.

  • Dr. Jason Barritt (00:00)

    It is amazing what automation and AI has been able to somewhat replicate us humans. Because the truth is when you sit down at one of these apparatus and you start working at it, your brain is functioning on so many levels, with so many things and so many axes and so many focal planes that now imagine you're trying to let a computer learn how to do that and then manipulate it with electronics in a timely fashion that does not harm humans.


    Griffin Jones (00:38)

    Proven. Lab automation as a concept is proven. That's according to the findings of a paper published last year in Human Reproduction and the conclusions of my guests, doctors Jacques Cohen and Jason Barritt Now, proof of concept does not mean non-inferiority. No one's saying that. It just means that this thing can work. Inside Reproductive Health is not a medical journal. We don't do peer reviews here. And Cohen and Barritt try to very clearly separate the findings of the study


    from future speculation. And I take us back and forth between the two because it's my show. Conceivable is not responsible for that. Neither are Cohen and Barritt. I like to shoot the breeze. If you want a medical journal, read Human Reproduction. And you should, by the way, because we'll link to that study.


    in the page where you find this podcast episode and the email that it goes out in.


    And you can easily find it on Conceivable Life Sciences website.


    So find and read this paper in the appropriate place. Here's what stood out to me. In the study that analyzed Conceivable Life Sciences robotic lab automation system, AURA five healthy babies were born, 64.3% of the eggs fertilized


    And out of hundreds of eggs, none were damaged by the robot.


    Can your embryologist say the same?


    Dr. Jason Barritt is, of course, the chief scientific officer of KindBody, and Dr. Jacques Cohen is the CSO of Conceivable. While they're both very tempered about their excitement of the study, still not meeting or exceeding current standards, it proves the concept of lab automation as a viable possibility.


    And as Dr. Cohen observes, a fully automated IVF lab would be the supreme testing ground for new solutions in the IVF lab. These observations allow us to think about the future. If the words hub and spoke excite you in the fertility space, the second half of this episode is for you. We don't know what hub and spoke means right now as we misuse those words all the time in this field.


    Now, when you listen to this, you will see what real hub and spoke looks like, what IVF will look like in some years time at a magnitude that so far people have only dreamed.


    I hope you enjoy this conversation as much as I did.


    Griffin Jones (03:47)

    Drs. Cohen and Barritt, Jacques and Jason, welcome back to both of you to the Inside Reproductive Health Podcast.


    Dr. Jacques Cohen (03:55)

    Yeah, good to see you, Griffin.


    Dr. Jason Barritt (03:56)

    Thank you.


    Griffin Jones (03:57)

    Jacques is the concept of IVF lab automation proven.


    Dr. Jacques Cohen (04:02)

    I call that an A question. I prefer B questions. That's a really, really good question. think Jason will be probably in a better place and more objective to answer that. think we're going in that direction. So proven, we'll need a lot more time for that, but we're going definitely in that direction.


    Griffin Jones (04:21)

    What's your answer, Jason?


    Dr. Jason Barritt (04:21)

    I think I'm willing to go a little farther than Jacques did, to be honest. I think one of the main items that we're going to discuss today is actually proven that we have reached it. I am not saying, and I want to be very careful.


    I am not saying it's fully ready for full prime time. It's not better than what we can offer in some ways. But that doesn't mean it's not proven it can work. That, I think we've reached.


    Griffin Jones (04:50)

    So before I go into why you feel that way, Jason Jacques, what causes you to maybe stop a little bit short of that?


    Dr. Jacques Cohen (04:58)

    Well, I look at proof in science and medicine in particular, we look at proof is a very loaded word, very loaded terminology. And so I look at it from an evidence-based medicine point of view, which is usually a process that takes many years, And so I was answering from that perspective. So are we in the right way? there's no doubt about it. There's no doubt about it. We're moving right ahead. ⁓


    Griffin Jones (05:05)

    Mm-hmm.


    Dr. Jacques Cohen (05:23)

    A lot of good papers have come out in the last year or two. The paper I think you're interested in was published at the end of December by our group, Conceivable Life Sciences. And that work I think really is very interesting. We were doing a proof of concept study, in actual fact started in 2023 and finished in 2024.


    on replacing single vitrified blastocysyts which were obtained after going through a series of different automation steps, not just one, but several. And I think what Jason is alluding to probably is the fact that it's not just, we not singled out a single thing, we did several. And this combined two or three or four automation steps that we can separate.


    when you handle eggs and finding the eggs automatically and then processing the eggs so that they're ready for ICSI then that those are really, I think we would agree there are two steps. Some would consider that one thing. I think it's like really two distinct steps with greatly different outcomes per embryologist. They're very sensitive steps. The other one was sperm preparation. We don't talk much about sperm preparation. All technology that's been


    come a little better over the years. But we have automated that at least the first attempts of it. And then there is ICSI, which we have automated and have gone into autonomy of the different steps that involve the ICSI process, of which we think there are 15 to 17 steps. And so that whole thing, we have tried to combine in a very small set of patients, because you have to be very careful when you do this.


    for the first time. So you can't go kong ho. It's just a randomized clinical trial, obviously IRB reviewed in Mexico, in Guadalajara, with the HOPE IVF clinic. And that was published in December. Five babies born out of nine, no, 11 transfers. Oh my God, Jason, help me out. 11 patients, 12 transfers or 12 attempts here.


    Dr. Jason Barritt (07:37)

    Yeah, nine


    pregnancies and five healthy births.


    Dr. Jacques Cohen (07:41)

    Yeah, five births, five babies born.


    Griffin Jones (07:44)

    So you do make a good point, Jacques, that I should define terms and by, if our measure is automated lab technology producing the same or better outcomes as today, that would be beyond proof of concept in my view. By proof of concept, I simply mean this can work, that it proves that it can work. So you would agree that the concept has been proven in that sense.


    Dr. Jacques Cohen (08:01)

    Yeah. yeah, yeah.


    absolutely. absolutely.


    Yeah, this can work. For instance, fertilization rate. Well, would we have liked to see it higher? Yes. But it's on the way. It's on the way. I think an important thing people need to realize, yeah, it's a concept study, but we haven't excluded anybody. We haven't done 50 patients or 500 embryos before this, before we went into this study.


    This includes all the patients. This is the learning curve that we have published in the form of a trial that makes sure that the patients have a good chance by taking about half the eggs and handling those through the manual laboratory, the regular embryology laboratory, because we were doing this in an embryology laboratory. This was not done in a separate unit. And so half the eggs were treated conventionally, regular IVF, ICSI and...


    and the other half were handled by us. So that's how this was done and it includes all the data.


    Dr. Jason Barritt (09:08)

    So that's what I want to jump off here, Griffin. So ⁓ the amazing thing is I was trying to do the calculation last week. I was a brand new PhD, just finishing up presenting my work when I was thankfully plucked out of the anonymity of doing my stuff on the side. And I was given the opportunity to go work with Jacques Cohen about 27 years ago. And I came in and did


    a three-year fellowship there. And yes, under his leadership and the things that were done there, it is important to get to the science of the proof. It is not just about what you might be able to do one time and things like that. You gotta prove it. And you gotta actually have somebody else prove that you can do it too in order to actually be able to put this out and to put it into a paper. So I wanna fully


    my director here, one of my absolutely most important things in making sure that I had a great career and I started off wonderfully. I definitely appreciate that. But what it is is the idea of what we really need to discuss is the paper is it is a proof of concept and it's the learning curve as Jacques said. The thing is if you're willing to talk about your learning curve and put it into a paper and get it published, even when it's not perfection, that demonstrates how


    Dr. Jacques Cohen (09:55)

    Okay. Okay.


    Dr. Jason Barritt (10:24)

    really important this step is because no one just immediately jumps to a solution and proof. This is many, many stages and many steps. I'll say, technically this work is started and or not even mostly completed nearly three years ago in its preparation. We are three years past this already, but this was the first time they're putting it out.


    Dr. Jacques Cohen (10:38)

    Okay. Okay.


    Dr. Jason Barritt (10:51)

    in an organized way so that everybody else can look at it and analyze it and that is the key thing here. So he was cautious about calling it proof, but I am saying they've reached that point at this point with all respect to my mentor. I think they have reached that with this paper and that's why it's so important. As he said though, is it perfection? It is not. It's not bad at all and that's what really needs to come out of this.


    Dr. Jacques Cohen (11:15)

    Yeah.


    Dr. Jason Barritt (11:18)

    It is amazing what automation and AI has been able to somewhat replicate us humans. And that is the key factor of what is the outcome of this paper. And as Jacques said, automating ICSI is not 50 steps, there's 500 steps. Because the truth is when you sit down at one of these apparatus and you start working at it, your brain is functioning on so many levels.


    with so many things and so many axes and so many focal planes that now imagine you're trying to let a computer learn how to do that and then manipulate it with electronics in a timely fashion that does not harm humans.


    Wow. That is an amazing thing. And it is not easy to do. So this is a heck of a proof of concept and beautiful learning curve paper.


    Dr. Jacques Cohen (12:01)

    Yeah. Yeah.


    Griffin Jones (12:08)

    Did you, as someone that doesn't know how to read scientific literature, Jason, did you find the paper lacking for anything that you would have wanted to see validated?


    Dr. Jason Barritt (12:18)

    So the answer straight up is no. would I love them have potentially jumped over all 10 hurdles and run the entire Olympic race and won it in gold medal? Yeah, would've loved it. That's not how you learn to race. Right now, we're learning to race. This was the demonstration of that. So I don't think it's lacking anything or


    Dr. Jacques Cohen (12:34)

    Yes.


    Dr. Jason Barritt (12:38)

    not showing us anything that I would expect it to have. Would I always want it to go farther? Yes. But guess what? They've been working on things for three more years since this. Guess where they might be now with this. This was the true proof all the way through birth and healthy children. That is a giant step and a lot of time to prove that automation can work in the field. So I'm not saying there's anything lacking. It's just like you always, you always want to


    Dr. Jacques Cohen (12:58)

    Okay.


    Dr. Jason Barritt (13:06)

    win everything right away, don't you?


    Griffin Jones (13:09)

    So Jacque said the paper was published in December. What were the dates of


    the RCT?


    Dr. Jacques Cohen (13:15)

    The RCT started in late 2023, December 2023, was finished around April 2024. But then you need to complete it because all the blasts were fictified. That's the concept. We go with what the host clinic normally does. And that's what they do. They fictify everything. And then the patient comes back two, three, four.


    cycles later. In our case, because they had separate consented, they were asked to come back and not wait years. So they and they agreed with that process. They came back as soon as they were ready and the clinic was ready. And that means that the premises then come in, in the course of the next months. So you're always a little behind. So that's why there's such a long period and gap. Yes, of course. And then of course, nowadays,


    Very difficult enough for people to publish something without having live births. So you have to wait even longer than you normally would want. So yeah, a lot of patience was needed to reach that point. That's why it only saw the light at of the last week of December. 2025.


    Dr. Jason Barritt (14:23)

    So additionally, remember, they


    had to develop all this technology before they even jumped off to do the first patient. So that's why this is a multi, multi-year process here to even get to actually applying it clinical. This is not theoretical. They did it on humans, made babies. They're now here. That is a huge giant leap. And that's what this talk's about.


    Dr. Jacques Cohen (14:44)

    Yeah.


    So we invaded somebody's IVF lab and took all their equipment and made them miserable for about half a year or longer. I'm very grateful to the group at Guadalajara at the time. And nowadays we do this, the next step which you're asking about in Mexico City because


    Griffin Jones (14:48)

    What comes next,


    Dr. Jacques Cohen (15:10)

    It is something to evade your lab. know, Jason knows this very well. We're very wary about visitors. And now they had visitors who were invasive visitors, people who were coming in with computers, know, ⁓ took over entire stations and tried to automate those stations and cameras and microphones. They brought in their mobiles. They were doing things from their mobiles.


    Griffin Jones (15:28)

    and cameras and microphones.


    Dr. Jacques Cohen (15:39)

    ⁓ the thing was completely digitally controlled. So you didn't really have to be there, but in order to look at a system that was makeshift, the systems engineers had to be there. And ⁓ software engineers at least wanted to be close by. So it was very invasive. So that's already very remarkable. What's also remarkable, we didn't realize that in the beginning so much that the whole thing is actually not that we're sitting at the microscope and then moving things.


    directly from each movable device, from each smart device that you can control. No, the whole thing went just on a computer, from a computer, not so much from a phone, that would be very risky, I think, but from a computer using your keypad, using your mouse, and then you could direct all the steps that were taking place. Now, we published a paper earlier last year where we...


    where we showed that you could take that over thousands of miles. So the desk where I'm standing right now was also used, I used that for a few acts to do the ICSI process digitally, giving it commands to do some autonomous steps, but that was so early in the process that a lot of times those then fail, but that still means you have to digitally control things. You know, when we do micro-application and ICSI, we're sitting there with these joysticks, right? You must have seen this in pictures and in action.


    It is like driving your car without a steering wheel, but you have two joysticks, a bit like flying in some cases. Okay, so you have all these other controls for suction control, aspiration, taking a sperm in a needle, releasing it, holding the egg on another device. So you have all these little controls. Yeah, there you go. Thank you, Jason. There you go. It's right behind them.


    Dr. Jason Barritt (17:25)

    So there's a full micromanipulation


    setup. You work in three dimensions at magnification, as well as you then control the fourth dimension, that's moving the fluid up and down the micromanipulation pipettes. But you have to be perfectly focused. You have to be able to handle what are here, multi-dimensional joysticks in each hand continuously while you're looking through a microscope at high magnification. And focal planes matter.


    and then you use the thing on the very end for moving fluid up and down. So you're working in four dimensions on both hands simultaneously. It is a major thing for a human to learn this. It honestly takes a human usually about three to four years to actually be good at any manipulation. had to teach a computer to do this and then control it all. It's an absolutely amazing thing what's been done.


    Dr. Jacques Cohen (18:10)

    Yeah. Yeah.


    Yeah, so good to have one behind you. I have some paintings behind me. You have the real thing behind you. So imagine that setup, Griffin. We had to automate all of it. So rather than hands, all of that had now to be connected with motors and microchips and computers and cameras instead of eyes. Every little opening there, the oculus, two cameras on their side port.


    perhaps another camera there. So you're completely taking over the entire apparatus and get control over everything. You can move the stage automatically, can change the lenses automatically. We couldn't touch anything anymore, everything was automated in exactly a setup that looks like what Jason has behind him. Digital control, if you don't automate it, if you don't make it autonomous,


    each little step, it becomes really difficult to have digital control. If you ever were involved in driving your first time you were in a Tesla and you were driving it, it's very difficult. Because you want the window washer, you want to your windows, wipe the windows, it's on a pad. So you're going to look at the pad and you get in an accident. Everything is on


    So that's how that works, digitally control. We don't want the necessary digitally control in the way we were doing it at that point. So we're going to change that. But you asked me about what is the next step. The next step is going away from changing this existing system and building it from the ground up. And we call that Aura. And Aura is a line of systems. have Aura egg, which is doing the egg finding.


    Later removing all the nursing cells around the egg, which are called cumulus cells, removing those, difficult process. Ambiologists have to get very experienced doing that well. It's very easy to damage the egg. And then sperm prep, which means you have to remove seminal plasma, which is the fluid, from the spermatozoa. And you have to try to take out the best spermatozoa and make those ready for ICSI.


    People don't talk about it much. It's incredibly important. And that had to be automated. And then the XC process, which is 70 major commands, but I Jason alluded to it. He said 500, I agree with that. In code, it is at least 500. In terms of the tiniest step or small steps, it's about 100. In terms of actually clicking on...


    So you can click on something that says immobilization, which means sperm, of course. You need to immobilize them before you do ICSI. And that also activates the sperm when you do that. And without that kind of activation, making it ready for fertilization, fertilization won't take place. So we had to automate that. And we had to automate finding the sperm, selecting the sperm. So for that, have AIs. We have an existing AI, fortunately.


    which the program started with, called SIDS, sperm ID is what it stands for. Alejandro Chavez Barriola was the one who came up with that concept and it's great AI. You can use it by itself in an IVF lab, but in this case it was integrated. The best sperm is selected by the system without human interference and it's based on mortality, also on the way they're shaped.


    based on motility, it's picked and it then has to drag it to the middle of the visual field while it is still motile. And in the middle of the visual field is a little laser that calculates where is the middle of the tail and lays a little bit of the middle of the tail very quickly, all of this in microseconds. So that's what that did. But we are now building that from the ground up. We're not anymore.


    We're not anymore going into an existing lab and taking the existing equipment and changing that. Way too complicated because everybody has different equipment. So we're building this from the ground up. So you have the ICSI station, you have a fictification station, you have an egg finding and egg denudation station, you have a culture station and putting those in the line and behind there is a robot. One of our favorites because it's the only one that really is moving.


    out of its station, it's called Handler. And Handler takes plates out of one station and moves them to another station. And the plates hold the petri dishes and where the culture is done or where the procedures are done. So yeah, that's what we are developing now, this ORAS system. And we're doing a second pilot study to make that work. And that's from the ground up and behind it all,


    moving the apparatus around and doing everything. All these handling is called the Nexus system. It's a software system we're developing from the ground up with AIs being enforced in almost all of these stations, all of the stations. So very complicated orchestra to keep that going. It's tested, it's tedious work. You have to know if single systems work and you have to know whether in combinations they're.


    So that's been going on for more than half a year and will continue for a bit.


    Griffin Jones (23:43)

    So


    I want to talk about that next trial, but what Jacques is talking about with regard to no longer building the aura system in an existing IVF lab, but rather building a new, is that where we kind of left off in our last conversation, Jason? Were you talking about a hub and spoke model? that what you're visualizing with that?


    Dr. Jason Barritt (24:04)

    Yes, ⁓ the idea here is that, and this initial paper here is not that situation, it's what is coming from this initial paper, is the demonstration that when you can automate it and you can have it operate efficiently, you become no longer the limiting factor in where you can get care and what can happen. Because you can put it in different places.


    and therefore you can bring the patient to it instead of having to build it everywhere. Because the truth is, this is not an easy task and it's not gonna take no time and it's gonna cost a lot of money. But the efficiency of it is what will make this a hub and spoke model. An aura system will sit in some major city or cities and around those cities potentially even.


    And the vast majority of patients will come to it in order to get the care rather than an aura system being put in all 500 IVF labs across the country or thousands in the world. It won't be at all like that. It's just that the scalability is not possible. And you wouldn't be able to do enough patients in each center to actually make this an efficient, well-used thing. In this paper, I know it sounds really shocking. It's like 12 patients, 11 patients involved.


    Dr. Jacques Cohen (25:04)

    . you


    Dr. Jason Barritt (25:24)

    We're talking thousands that will be able to go through a machine in a year instead of 11, and type thing. And so the scale is huge, which will allow so much more access to care and will absolutely, ultimately reduce cost to do this. And the funny thing is, think Zock sort of mentioned it, it will take out the variability of us humans. Because truthfully, we're the ones who are quite variable.


    And when you let a computer system and an automated system and then an AI controlled system, it actually can do better than us already, is what they've shown.


    Griffin Jones (26:01)

    So does this give you as lab directors more control? You feel like that sort of hub and spoke system? Because the way I perceive it right now, and maybe I'm wrong, but at least in the United States, it seems like the lab is the attachment to the clinic, not the other way around, that the owner of the fertility center is almost always the REI, and very often the lab director doesn't even own equity in the overall practice.


    Dr. Jacques Cohen (26:23)

    Yeah.


    Griffin Jones (26:28)

    And now


    you're going to have the lab as the central point and different clinics plug-in. Does this give more control to lab directors to say, this is the way we do things. And then you figure out how you're going to do all the other stuff on the clinical end.


    Dr. Jacques Cohen (26:46)

    Yeah, if I may say something, I do want to give an observation on the how Harbin spoke. That model is in existence in the Netherlands since the 1980s. And there are several publications from the 80s, unfortunately not followed up.


    People don't realize this, the entire country, it's a national health system. It's very different from the health care system here. But that is organized in 13 hubs. And all of those have spokes where the egg retrievals are done and the embryo transfers and the follicular stimulation. And those 13 hubs are the labs. There are rooms there to do also egg retrievals and to do also embryo transfer. But there are other hospitals.


    other clinics that feed in the eggs and sometimes take the embryos back because they can be thought locally. So that is an existing system. So on the national level, that has been working there for them. Difficult to follow the national data. The advantage we have is the CDC data and the SAR data is just enormous. We know how well we're doing or how poorly we're doing, and therefore we strive to be the best.


    not as good in other countries except for maybe some. So it's difficult to say if that affects the system, this harp and spoke model in that way, which is transport acts. You're transporting acts to the laboratory, but that can be done safely, can be done safely and the conditions can be well maintained. And so I think that's a country to look at in terms of harp and spoke.


    So if you now add automation to this, I'm sure that the Dutch government, I think, will be interested in that. You add automation to this, you're driving the process to ultimately not to eight hours a day or 10 hours a day, but to 16, 20 hours a day. And in the case of setting up, preparing for the case, I left out what we call C-dish. C-dish is the conceivable way of...


    or preparing the cases dishes. Tedious job. Ambient still like it. They don't like it. They run for the access when you say next week you're preparing the dishes each day. They run for the exit. So it's not something they enjoy. It's tedious. It's programmatic. It is ready for automation. So that you could do if you automate that, we are automating it. That you could do all day round.


    It doesn't have to be in that window where everybody is saying, well, at the end of the day, I have to prepare the dishes. I'm tired. So it's often neglected. And it's incredibly important. Every step in the lab, every step in the clinic is incredibly important. You can't leave anything out. Everything plays a role. And so this star variation is determined by these many steps.


    And with a system like Aura, we hope, on the supervision of embryologists, possibly remotely, right? You don't have to be there as a lab director. For Jason directing 19 labs, think, 19 labs, he can just have his iPad or telephone at hand wherever he goes. He probably does that already and uses the EMR.


    But now you extend the EMR to something much bigger. You can actually control everything and you will be able to see everything. Because everything, you can't do a procedure when you do a procedure with humans, which is the standard, has worked very well. You see everything. So you can't have a black box and not see things. So you'll have to have cameras everywhere, at every position and get reports back so that somebody like Jason can do the entire country.


    from the convenience wherever he wants to be, wherever he needs to be. That doesn't mean you exclude embryologists. You need embryologist local supervision, or you need embryologist with expertise like Jason's to supervise the entire thing and direct everything and ask the questions that are not maybe delivered. So I think ⁓ it's a completely different way of looking at the IVF process as it's done now.


    There are examples of it like the Hop and Spoke you just discussed. There are examples of that around the world. We very focused into the United States, but we have to open up because it's done differently in other countries. In the case of the Netherlands, I think that is interesting what they have done since the 1980s.


    Griffin Jones (31:15)

    So that


    and hub and spoke in the Netherlands might mean one thing because you can drive from one end of that country to the other in four hours, right? And I can't even get through halfway through New York state driving that long. And so, Jason, in this country, or at least in this continent, do you need to have.


    that volume and scale in order to have a true hub and spoke model. Because we'll say, some people will say, we do a hub and spoke model. All they mean is like, you know, our lab is in Chicago and, you know, we have an office in Milwaukee and I'm not picking on anybody, that, or, you know, we have a lab in Boston and we have an office in New Hampshire. And that's what people say when they mean hub and spoke, but a real hub and spoke is that you,


    you've got massive volume and then you have a system that allows people to use that as a reference lab from all different types of clinics. Is that right?


    Dr. Jason Barritt (32:14)

    Yeah, that's much more correct. So I'll give the example. I ran a center for 11 years here in Beverly Hills, California. We served eight, seven or eight internal physicians at that location. And we served 19 physicians who brought their cases to that location in that laboratory. That allowed them to stretch out, go much farther out and farther distance away from the lab. The patient really only, probably has to come two times to that location.


    one for the retrieval and then thankfully when we put the embryos back in and they get pregnant, they don't ever have to come back to us again unless they're for their next one. So the idea is that, I'll call it around LA where it can take three hours to get three miles. The truth is you only have to do that once and you don't do that on a daily basis and you don't have to build all these labs all over LA just to serve it. It could be one location and you could serve, I'm not gonna truly say the number here, but you could probably serve


    Dr. Jacques Cohen (32:59)

    .


    Dr. Jason Barritt (33:10)

    half the population that are getting daily retrievals done in LA at one location. And as Jacques said, a clock matters, the hour of the day matters, but the truth is the machine goes 24


    hours a day. It doesn't need a break. It's not gonna take lunch. It doesn't worry about its dog at home. There's nothing to this system that limits its capability of scaling. And that's what really, really allows Hubman's Boat to work even better.


    Dr. Jacques Cohen (33:22)

    Okay.


    Dr. Jason Barritt (33:37)

    I know it sounds terrible, but you can do things at six a.m. in the morning, a lot of surgeons do, by the way, and you can do things all the way at nine p.m. at night. That extends the day and how many patients we can see, how much stuff can be done, because the


    Dr. Jacques Cohen (33:43)

    Okay.


    Dr. Jason Barritt (33:51)

    machine doesn't get tired. It can go all the time. Therefore, you're able to serve stuff more.


    Dr. Jacques Cohen (33:55)

    Needs to be serviced, it needs to be


    we're going into a direction of 20 hours a day instead of 12. And ultimately you go beyond that because you'll have twin systems. So one does these 30 hours and the other one does the other 20 hours or 15 hours each. So.


    So you will have that, you'll have that. And I think that means you're servicing all around the clock. And that also means that people from other countries with experience can oversee it. You go 24 hours a day. Yeah, so Jason could labs in Europe at his leisure around the time when he is the middle of the day.


    Dr. Jason Barritt (34:28)

    ⁓ there's the other thing is, yeah, I still have to sleep.


    Dr. Jacques Cohen (34:39)

    or the end of the day, five o'clock in the afternoon, he's doing labs in Paris. So I think that's the strength that I think will come out of this plus the standardization. Those are two big things. will ultimately, Jason used the word ultimately for driving down the price, driving down the cost. And I think he's right about that.


    Dr. Jason Barritt (35:01)

    Yeah, it's gonna take some time on that one. The other big factor here is where you're going Griffin, I think is actually what I'll call the large fertility networks, especially in the US at the moment. I don't know the rest of the world as well, but I mean, EV is a big one, of course, but those have to work on scale. They have to have many, I'll call it feeding clinics into the main place in order to be the most efficient.


    That is where all the networks will want to go. They will have their main hub in LA, Chicago, New York. know, there'll be the main hubs there and everybody will come to them in that network. The networks will absolutely want to do this because they can scale up so dramatically and help so many more patients. It might even allow multiple networks to come to the same one, which would be even more cost effective to be completely honest. The truth is everybody building a car by themselves


    Great, beautiful. But the truth is, we don't use our car probably 95 % of the time. It has been assembled and is sitting there. Therefore, the efficiency is horrible. We need to find a way to make it more efficient and bring the patients to the unit, which will allow it to happen.


    Griffin Jones (36:14)

    a drawback to the embryologists having more control, like being in the driver's seat of the lab being the reference lab, of them being the hub and the clinics being the spoke as opposed to having more of a kind of one-to-one relationship that they've more or less had in the current fertility center dynamic.


    Dr. Jacques Cohen (36:31)

    Well, I think


    you described, it's interesting what you describe and how you're formulating this. I think that situation already exists to some extent. Doctors are very dependent on embryologists. They are looking and keeping them happy, trying to keep them happy, trying to keep them interested. So I think that is not really going to change going forward. I think


    I think we'll move automation out into the clinical area. That's already happening with some AI, quite a few AIs that you see in place or available for doctors to do, instance, help them with follicular stimulation, standardized follicular stimulation, because often done in a way where one doctor on duty one day does something else than the doctor the next day. And it's a complicated thing, actually, follicular stimulation. It's not really a truly


    100 % standard operating procedure. So, there are AIs helping with that. There could be AIs helping with the accurate retrieval and semi-automated processes with the accurate retrieval. I think it's going to take some courage to automate an accurate retrieval. I'm not saying it's not possible. It is possible, but it will take courage and it will be difficult from a regulatory point of view because...


    If you look at the history of the Avinci, regulatory is in charge there. And it makes sense from a liability perspective, it makes sense for the safety of the patient. And so it's going to be a bit more difficult to automate or include, introduce automation on the clinical side, but that is going to happen. I don't think that when you get automation in the lab, that that means the embryologists are in a better position. They're probably happy to hear that from you, Griffin.


    We're not listening to this broadcast, but I think that we will have to wait and see. They are actually, a lot of embryologists, I think are somewhat afraid of automation, not only because they think they are going to be replaced, which is absolutely not the case. Their job is going to change. That is scary enough. Once your job changes, you have now, you have learned this for five or 10 years, this is what you're doing, and now that is going to change.


    That is involving, they become more like engineers. So ⁓ it's not just embryology anymore, they become more like engineers. We call them embryoneers, by the way. It's a terminology that we are using for those people in the future. And I think the job of embryologist is going to be a lot more interesting. This is the best time to become an embryologist. There's no doubt about it. This is the best time.


    and it has improved in that quality in the last 10, 20 years. But there's also a lot of stress and we need to take that away. I think automation in part will take that stress away. So you don't have to do the sperm preparations that you don't like to do. You don't have to set up the dishes. And at some point this goes well beyond conceivable and other automation companies. But at some point we hope to get to a point where we don't have to look at the monitor 50 % of the day.


    because that's what embryologists do. They look at the monitor 50 % of the day, putting in data, doing quality control studies, ordering stuff. All of that needs to be automated. They want to get rid of that because that's what's stressing them out. It's at least 50 % of the day. Doctors spend 50 % of the time in profession behind the monitor. That's why when you go and visit a doctor, they're often looking at the monitor and you're sitting right behind them. Next to the monitor,


    And you get a glance or so. That needs to change. The things that we need to type in all the time, we have this incredible AI that is skyrocketing right now. And we're still typing. We're still using a mouse. That's slowing us down. That needs to be automated. I think once you do that, and that's going to be done, I think in the next 10 years, five years, this is starting to happening already.


    People are thinking about it, technologies are thinking about it, using that. The job of embryology is only going to get better. Of course, less monitor time, more action, more supervision, more intelligence. It'll really good fun.


    Dr. Jason Barritt (40:37)

    Yes,


    they are going to advance. The human is going to advance in this also. We are going to be engineers, reproductive engineers, and we're going to help make it better. So the big thing about any of the automations and any of the AI is we're going to take out variability. It's something we monitor every single day. We spend probably an hour at every single location doing quality control to make sure all the equipment's functional before we even do anything.


    This thing can do it all the time. It can monitor everything all the time and it doesn't take a human to have to do it. And it can be adapting to something that might not be working much faster than we can. Therefore, it actually has efficiency and scale. all the way back to your question is, the embryologist is actually gonna love this. But yes, it is gonna be a change in their careers and what they do as a hands-on, daily, everyday job.


    but it's gonna bring so much consistency. So back to where your question was, the embryologist is per se gonna be in control of the fact that they have this hub location that everybody wants to come to because that's gonna be the best place they have the option to bring anything to anyway. It's gonna be so consistent and so reliable, it takes out all the variables. Therefore, they get to be the best doctor they can be and bring it to the best place it can be done embryologic.


    Griffin Jones (41:56)

    What needs to happen next in with regard to the trial? So, Jacque, it sounds like you're working on a trial and I know that people are kind of sometimes restricted in what they're able to say and in what they're working on. But again, this is me coming from someone that doesn't know how these types of studies work. Do you just repeat the same trial with a larger sample size or what will be different?


    Dr. Jacques Cohen (42:20)

    Yeah. Yeah.


    Yeah, well, it's definitely that. It has to be a larger sample size. When we did ⁓ work with HOPE in Guadalajara, the HOPE clinic in Guadalajara.


    They love minimal stimulation. They have great results with it. It's a rare approach in the United States. actually, one thing Jason said to me not too long ago, what is amazing about the paper is that it involves so few accidents because we do minimal stimulation. Incredibly challenging. So we're moving away from that in the other whole clinic in Mexico City where the first oral line is installed and it involves dish preparation.


    It involves sperm prep, egg prep, egg denudation, ichthy, and culture, and vitification. It's a lot. So you have to have lots of eggs. If you ask me what is my biggest challenge, oocytes, my biggest number of oocytes, that's my biggest challenge. So this requires a lot of observations, and we're developing the technology. And in the meantime, you don't want to jeopardize the patient.


    So you have to make sure she gets enough oocytes from the manual conventional IVF laboratory there that does really, really well. And so that of that is going to play a role in the next year in this trial or the next few months in this trial. It's a process of development. Is that usual in trials? No.


    trials is you actually, you do randomized trials where you have a technology that several people have published about and you say, well, but nobody has really done a good randomized trial. So let me do a randomized trial where I have an arm of patients that getting the conventional treatment and an arm of patients that have that one thing added to the conventional treatment. And then when those patients are comparable, then I can compare them or you do a trial, which is the same as in this trial.


    where you have what they call a sibling oocyte study, where you take half the oocytes from a patient and do your new work, and the other half of the oocytes you do what you normally do, the conventional regular approach. And so that is in place. We take acts for the patient through the regular IVF lab and compare them with this very advanced new system while developing the technology and learning from the first patients we know more.


    for the next 10 or the next 50. So yeah, this is a process. Clearly more complicated than the first study, which we are making use of existing equipment that for an IVF lab works. And we're making use of that, automating that. Now we're building it from the ground up.


    Griffin Jones (45:02)

    The last study took about six months, the RCT itself, and then it was another year and a half, give or take, before it was published. Should we expect the same timeline for this one? Could it be even longer?


    Dr. Jacques Cohen (45:13)

    Yeah,


    it will probably be a little longer. Yeah, it's like that. But we hope to take the second version of what we have now into the first lab in the United States, and hopefully not long after the second one, at least a good portion of what we have, and then take that, install it, and then those centers, I think, no doubt will require or demand


    that they do their own trial. And so you're looking at a process like that. Also, I want to add that if you have automation done at some point where you say, well, I have my platform, now I'm done, can improve it, optimize it and improve it. The advantage of that is that anything new that the field produces, like a new culture medium that people have tested in the mouse and are crazy about.


    Well, if we want to do that in human, automation and automated laboratory is the place to test it because you have removed a lot of factors. A lot of these variables are now gone because that's the problem when we do randomized trials. Good randomized trials always involve more than 500 patients. And the reason is that there so many variables that if you look at a population of just 20 patients, you're not telling anybody something that's new.


    you're looking at a bag full of variables and we think there are hundreds of them. And so you need to do a lot of patients to do a really good randomized clinical trial for one, for testing one item, whether that's a hormone or a drug in a clinical lab or in a clinical environment, or whether that is a single step, something new in the embryology environment. So I think automation in that respect will make a difference, that and the worldwide system that it can unfold.


    and the 20 or 24 hours a day that these labs can operate.


    Griffin Jones (47:05)

    Would it be accurate to summarize your point, Jacques, that an automated lab would be the supreme testing ground for new point solutions in the lab?


    Dr. Jacques Cohen (47:14)

    Yeah, I hate the word point solution. You must have noticed I'm talking around it. Point solution sounds always like something little, but behind on the right of Jason is standing what you could call a point solution, right? It's just that blue box, that beautiful blue box with the smile, the ambioscope. That's a point solution. So let's not underestimate what a point solution could mean. When we start, when we went from


    the precursor micro-replacement systems in the 1980s to ICSI early in 1992. Those were all point solutions and ICSI is a point solution, it does take over the world. So I don't like that combination of point and solution. doesn't mean, okay, clear, the aura is not a point solution. That's maybe 50 point solutions or 40 point solutions, but...


    I have never been a fable. Yeah, yeah, okay, okay. Yeah, yeah, okay.


    Griffin Jones (48:07)

    So I'll get rid of one of those words and we could say that an automated lab would be the supreme


    testing ground for either points or solutions.


    Dr. Jacques Cohen (48:15)

    Correct, yes, thank you.


    Griffin Jones (48:17)

    Jason, what threshold would you want to see from from the next study to say that if they do X


    that would mean that it's ready for prime time and if they don't do X then it's not ready yet. What threshold would you set for them?


    Dr. Jason Barritt (48:29)

    you


    they want to be non-inferior to us, the human. That's where we're gonna start. Well, let me just highlight a couple points that are in this paper. Remember, I'm not an author. I didn't do this work. But I look at it and I evaluate it and I figure out where it's gonna happen. So first off, safety. They did not damage a single oocyte in the full process of denuding.


    the eggs. I hate to admit this, but humans sometimes damage things. Not one. Hundreds of eggs, hundreds and hundreds of eggs didn't damage one. That is a huge leap and that already tells me we're succeeding. They had five healthy births already. That's telling me that everything they made from the second they caught a cumulus complex all the way through the baby worked.


    Dr. Jacques Cohen (49:00)

    Thank


    Dr. Jason Barritt (49:23)

    Every step worked because any failure, any point failure, would have resulted in none of these, which means they've worked out so many of them. Technically, I'm gonna come back to the, I always think we can all do better. I mean, the automated fertilization rate, now remember, they caught the eggs, denuded the eggs, they processed the sperm, they got the sperm, they automated the Ixie, they selected the one, got it all done, and then cultured the things on.


    they fertilize 64.3 % of the eggs.


    All of us are shooting for higher numbers. Of course we are. But it's well within the Vienna consensus for an expected fertilization rate. So the truth is they may have already got us. The machine has already got us. And then let's talk about their usable blast rate, which is a hugely important thing for all of us. They have 42.2 % usable blast rate. That is a hugely positive number. Is it?


    Dr. Jacques Cohen (50:03)

    Yeah.


    Dr. Jason Barritt (50:18)

    still lower than we're all shooting for every day. Yes, and there are clinics that are achieving a lot more than that, who are unbelievably controlled and have had years and years and years and years, 30 years of work to be that good. Their machines there now. Imagine where they're gonna be in three years. Or wait a second, that three years has already passed, they're already there now. That's why I'm saying that the paper helped me get to, this is the learning curve.


    This is teaching a kid to walk, but now they run. So guess what? We all learned to learn to walk. We all got there at different time points. This thing's already there. It's had three years. It's already running like an Olympian and achieving Vienna consensus numbers of an average human already. Imagine that it will win the gold medal when they have enough time to make this thing work the right way and have 5,000 point solutions.


    Because that's truly what this is. This is all of them at once in order to improve overall outcome. So look, I look at this as a, a huge proof of concept, but I just got to watch it learning to walk and it can walk already. Is it gonna be that some, richest man in the world or the richest person in the world can decide to...


    fund a whole bunch of robots and make all this happen in a way. Sure, that type of thing could happen, but that's probably not the way this is all going to go. This is going to go through a lot of work by a lot of people, 50 to 100 plus engineers, all trying to figure these things out. And then automated systems that have been developed, AI systems that have been developed by other people, but then applied to what we do. All of that is huge amount of human power, a huge amount of computing power that is going to push us way beyond where we are now.


    and make us better, more consistent. And truthfully, almost everybody's gonna want this. This is going to be the elite of it. If it's already walking, it tells me where we can go. And with the speed that AI is developing in six months or even a year, or even two years ago when I first played with ChatGPT, it is a completely different person now. It is better than me. It can come up with things faster than-


    It knows more than me. It will know more than me ever, ever, ever. And it can learn everything that's coming out from every single paper on this field in one minute. And it can apply things and combine things that would take me my entire career to do. It can do it now. Now imagine putting all of that power into this. It can adapt to every bit of variability instantly. And it can know that it saw it hundred other times and knows what to do. That's where we're getting.


    Dr. Jacques Cohen (52:31)

    Yeah.


    Dr. Jason Barritt (53:00)

    with this type of system.


    Griffin Jones (53:02)

    And if Elon Musk is listening, maybe he'll decide that he wants to take advantage of Conceivables next funding round. That's right.


    Dr. Jacques Cohen (53:06)

    Write a check. Write a check. Yeah,


    Dr. Jason Barritt (53:10)

    I wasn't calling out any specific, by the way. Just the in general, thing is a humanity thing. Let's be completely honest. Reproduction is basically a human right. And we want to actually allow its access and allow everybody to have that access to it. The truth is we're trying to overcome where biology is limiting this.


    and we're finding ways to do that. And the truth is, we're all having to work very hard to do that, but we already succeeded. Jacques was there at the beginning of IVF. Imagine where we are now. They weren't not thinking of this level and this many millions of babies and everything else at that time. Well, now imagine we're sitting right now and we're thinking about, well, it's a million babies a year. We're gonna talk 10 million. We're gonna talk 50 million because this will be able to do it and it'll be able to do it safely.


    accurately and in a way that's better than everything that we can do it right now.


    Dr. Jacques Cohen (54:04)

    We had to learn artificial insemination, assisted reproduction after that, and are finding, using the least fertile patients, are finding that the results are due to nature and because of


    Dr. Jason Barritt (54:18)

    Hmm


    Dr. Jacques Cohen (54:24)

    The testing that's done and all the diagnostic tests that are being developed, we think that in due course, this will be considered the safest ways to reproduce. I think that is what Jason is saying because he's going from 1 million to 50 million. That is not covering infertility. He's saying, why would you do anything else? We're not there yet because I don't think you want to come to a clinic 10 or 20 times or five times.


    You really want to donate probably some cells for both male and female partners. So we still have to go a ways. We still have about 20 or 30 years before that's going to happen, I think, and maybe longer. But this is going to be the safest way to reproduce.


    Griffin Jones (55:07)

    Dr. Cohen, Dr. Barritt, I've had you on before and I'll have you each on again. Thank you so much for rejoining me on the Inside Reproductive Health podcast.

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282 Do Fertility Doctors Deserve To Be Happy? Dr. Jason Yeh

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


Do fertility doctors deserve happiness?

It sounds like a strange question, but for many REIs it’s not abstract.

We step back from operations, technology, and finance to ask a more fundamental question with Inception’s National Medical Director, Dr. Jason Yeh:

What does a good life actually look like for a fertility specialist?

In this conversation, we explore:

  • Moral injury vs. burnout

  • The X–Y axis of time and money in a physician’s career

  • Happiness vs. meaning

  • Why fertility doctors often benchmark happiness against the status and performance of peers

  • Living in the moment as an REI

  • The different kinds of regret fertility doctors describe at the end of their careers

Conversations like this are rare. If you find value in it, please tell us. Because if the field wants more conversations like this…

we need to prove they’re worth having.


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  • Dr. Jason Yeh (00:00)

    Burnout is really the exhaustion, but a moral injury is like a betrayal of values, so to speak. if you care a lot about patients, at risk, it's not a weakness. It's really a sign that your conscience is working. Hopefully we went into medicine for all these great reasons and the days can be long and the work can be beautiful. But sometimes that misalignment of value systems creates this friction in the conscience. That's what I would call it.


    Griffin Jones (00:34)

    Do REIs deserve happiness? It's a luxury to even be able to wax philosophical about this, it? My guest, Dr. Jason Yeh names three people by name who he says work like it's their life's calling to make life easier for his network's fertility doctors. Is that not beautiful? I want to talk to all three of those people about what they're doing to make fertility doctors' better, particularly at an inception, but I had to have this conversation first


    justify all that investment, we have to know what a better life means for a fertility specialist. Dr. Ye doesn't pretend to be an expert, but he has thought about this question a lot. An interview I did with him last year about burnout broke the REI internet for a couple of weeks. In this conversation, we talk about moral injury versus burnout, the XY axis of time and money, happiness versus meaning, why REIs may be even more likely to use their comparison


    of the performance and status of their peers as their benchmark for happiness, living in the moment as a fertility specialist, and regrets that many fertility doctors have at the end of their careers and why that can look very different from physician to physician.


    There are so many similar topics that you all have asked me to cover, but sponsors are sometimes really restrictive with what they're willing to sponsor. So please, if you like this conversation, please, you gotta tell someone on Inception's leadership team. If you like this conversation, you have to tell them. They did not have editorial control over it, but I personally think it says a lot about how they treat their doctors and their team if they just let Jason and I space out in existentialism for an hour.


    and I don't want them to regret it. So if and only if you like it, please mention it to them and to us, seriously. If not, I don't know how much more we'll be talking about this kind of topic. We would love to hear from


    Dr. Jason Yeh (03:36)

    all of us that got here who are blessed and lucky enough to get here have put through immense amount of work to get here and that there's inevitably some unhappiness and tension that has happened in our lives. But burnout, I think many of us are familiar with. That is this idea that it is just like a physical


    and mental exhaustion, right? Essentially overwork. think about, you know, long rotations in residency where every two to three weeks I would just go home, fall asleep at 5 p.m. and sleep until the next morning, skipping dinner, skipping breakfast. That is burnout. I'd like to hope that I think a lot of our jobs as outpatient daylight specialists, we're not working, you know, 3 a.m. hours, hopefully most of the time. But I would define, you know, moral injury as more of like an


    asymmetry, when we have essentially some psychological suffering, when we're not acting in accordance to maybe certain values that we had, or there's some sort of external constraints.


    I'll give you some examples, right? So, you know, maybe as a physician, we care a lot about success rates and how we care for our patients. Those are in some ways, easy things to measure. But I think for a lot of networks and physicians, even within mine and others, what we get


    our feedback scores for like how many consults did we see and how many cycles did we do? And that is an incongruity or an asymmetry there that takes a little bit of adjusting to get used to, but we all do. Or another common one would be like, ⁓ we get this a lot with new hires and new physicians. They say, I love surgery. I did so much laparoscopic surgery. And a very common reply is, well, you know, that's great. You can do as much as you want, but I think you'll find in three to six months that it's going to be not


    your time financially, right? And so I think burnout is really the exhaustion, but a moral injury is like a call it like a betrayal of values, so to speak. I mean, I think I would say that if you care a lot about patients, ⁓ you're at risk, it's not a weakness. It's really a sign that your conscience is working. But, you know, there's that line about grief, you know, if someone loses somebody they love, grief is just this outpouring of love.


    And there's nowhere for the love to go and moral injury is like, hopefully we went into medicine for all these great reasons and the days can be long and the work can be beautiful. But sometimes that misalignment of value systems creates this friction in the conscience. That's what I would call it.


    Griffin Jones (06:03)

    What's the appropriate amount of moral injury to tolerate in your view versus when is it really going to lead to burnout?


    Dr. Jason Yeh (06:14)

    Well, moral injury, think, you know, we tolerate a lot of that every day. That's with any job, any profession. I think you'd be naive to assume that medicine is purely just a hundred percent of your time helping people. That's hopefully why a lot of us went into medicine and you'll find that a lot of what we do is 99 % mouse clicks and typing. So there's something congruity there, of course. But I think that's for every person to answer on their own. I think.


    would say that the path to cure, maybe that's a better way to frame it is how do we get towards alignment again, right? So this idea that people are talking about it like you and me, this idea that normalizing conversations about disillusionment, whatever that might mean, I think that's super important. I think if you can find a place, hopefully, that supports constant realignment,


    constant improvement of workflows, you know, if there's something that's really bothering somebody that we can move the true north towards how do we, you know, find more fulfillment in our day instead of just like crunch out these numbers that is a form of curing the misalignment. But at the end of the day, I think, you know, if you're nitpicky enough, there's moral injury everywhere, accounting, you law, medicine, all of those things. Like those, those jobs are rarely what


    You imagine they are when you're actually deep into practice.


    Griffin Jones (07:41)

    I think an expectation of every part of my job is gonna be something I love is millennial BS. And I'm saying this as someone born in the mid-80s, I fit the demographic, and I don't think it led much of my generation to a great place.


    Dr. Jason Yeh (07:51)

    Mm-hmm. Mm-hmm.


    Griffin Jones (08:00)

    setting the expectation that you should always be happy with work. I think that's a privilege that we should all aim for that takes a while for most of us to get to. But the idea that it should be the default, I don't know what people are comparing it to. Like if I'm comparing to any of our ancestors that came from any part of the world prior to the industrial revolution, life sucked. And then before that you had an agrarian society that was


    Dr. Jason Yeh (08:12)

    Mm-hmm.


    Griffin Jones (08:29)

    brutal. And then before that, you had a hunter gatherer society that was brutal. So do you think those people were like, you know what, if I have to do something that doesn't lighten me up today, it's just not worth it? Well, there wouldn't be 8 billion of us on the planet if we if we constantly had to face that sort of existential question to get to happiness. So, okay, I'm with you. People might have to determine it for themselves. But where do you land?


    Dr. Jason Yeh (08:32)

    I could talk. Yes.


    Yeah, yeah, yeah.


    I'm so glad you asked. You're going to have to make me stop talking at some point because I have feel like I have so much to say about this. But, you know, I think, I think about these questions about happiness a lot. You know, I am very much considered a middle-aged dude. I got young kids, a nine-year-old, a 13 year old, and they take up a lot of my conscious thought wondering about their futures and mine as well. I think instead of what to tolerate,


    I think all of us hopefully are chasing happiness in a way that we can sort of hack for ourselves. We have a lot of wisdom through experience and others and philosophy, but you know, there's this, ⁓ quote that's attributed to Confucius, something like I, I complained, I had no shoes until I met a man with no feet. Right. And so, I mean, on one hand, you can see how that could be a powerful idea. I don't think however,


    as much as I like your analogies that thinking about how miserable life was immediately makes us happy. I don't think that's how the human mind actually works, right? If you have kids, you know this like blah, blah. My, my life was so hard when I was your age. It doesn't immediately make them full of gratitude and happiness. But I do think if I could share some thoughts about maybe less, let's call it lesson number one about being present, I'll share some personal thoughts about how I sort of started this


    post fellowship journey. So I am what I would consider like a fan of student of personal finance. It's something that's always interested in me. I dropped out of the business school a long time ago in college to really pursue other things. But when I graduated fellowship, I was deep into the world of fire. F I R E, right? The financial dependence, retire early movement. And, you know, I would say I'm proud to have brought a lot of my


    work colleagues into personal finance and investment. I, you know, stashing away maximum amounts of money. I remember a very poignant conversation with me explaining to a coworker like this coffee is worth so much more in retirement than I would needing it now. So like, why would you buy the coffee now? Like it was, it was pretty extreme, but I would say embarrassingly, it took me two to three years to kind of figure out that was terrible for my work health and mental health. Cause it basically makes you kind of


    dread the work hours now like chasing this idea of retirement like of course like I just got to get past this job to like really live my life you know and there's this the risk of sounding you know too philosophical right this is Buddhist monk he passed away a couple years ago I'm not Buddhist but Tick Han he basically said something like there's there's two ways to wash dishes right the first is to


    wash dishes in order to have clean dishes. Like you're, you're chasing the clean bowl and the clean plate. And the second is to really wash the dishes to wash the dishes. And if you're chasing that bowl or chasing that plate, we're just rushing through everything. We're not even alive during those times that we're just like getting through to the next thing. And this is such a reminder to be present, right? Like the obvious analogy now I'll call back to our field.


    I mean, our ease are, I, know, I'm biased obviously, but we're super human physicians, right? We are trained to the max open surgery, laparoscopic surgery, we're endocrinologists, we're ethicists. You know, we dealt with beginning of life, end of life, G wine oncology. And like we do all this and then somehow we are funneled into these fertility conversations, which I would


    you know, generously say 10, 15 conversations on repeat over and over again. It's very easy to get monotony out of that. And if you can sort of zoom out and think in that moment of being present, I think that washes away some of that moral injury. ⁓ you know, I think being with that patient, whatever that means for them, it's, very hackneyed. It's very, you know, stereotypical thing to stereotypical thing to say.


    But even this chat, right? This conversation with you and me is an unusual thing for me to do in the week and I'm gonna try to enjoy this as best I can. So that feeling of being present is one way to sort of combat that moral injury that I think we all face.


    Griffin Jones (13:19)

    people like Zig Ziglar have been saying forever, you need to enjoy the climb up the mountain, you need to learn how to enjoy that. I think some people are more predisposed to do that. And others of us really have to cultivate a mental discipline where you're really associating the outcomes that you've seen and you're establishing a positive feedback loop because I've had


    great results with my patients, they've sent me pictures, they've sent me cards, they post on social media how much they like me. And I need to remember that I'm treating every patient as though they deserve the same from me to get to something approximating that even if I can't guarantee that outcome. even if I've seen other negative examples. So for you, that


    discipline that you mentioned, was it something that you cultivated or was it something that came a little bit more naturally?


    Dr. Jason Yeh (14:14)

    Yeah, I forget if we talked about this in episode one. There's another philosopher, Ivan Illich, right? This idea that Western medicine has commoditized healthcare, right? I mean, what has become more commoditized than Western medicine, right? But because we are chasing healing as the outcome,


    that has sort of turned into perfect health or a live birth or whatever we're chasing is the only acceptable outcome. But we as the physician should learn to be sort of mediators of coping, right? We are assuaging the positive and negative emotions. Call out to Kenan Omertag if he ever listens to this, but his joke is if you ever look up assuage in a dictionary, you would see an REI doc right next to that definition, because that's basically what we do.


    I don't know, probably like you. see me, you strike me as a YouTube guy. I spend a lot of time on YouTube just, you know, trying to absorb wisdom. It's, you know, it's sometimes it's mindless, but sometimes it's deep. And I think it's the comedian, Jimmy Carr, comedian, philosopher, Jimmy Carr, right? He's got this bit. He's like, you know, you and I, there's a very high chance in 30 years that when all is said and done, if we're lucky enough to be alive in 30 years,


    that we would probably trade like all the wealth that we have accumulated at that time to be as healthy and lively and not wealthy as we are right now. Right? Like we would just give that up in a heartbeat. Like, yeah, absolutely. Like whatever it is now plus 30 years. And the only logical response to all of that is to just be thankful for today and the moment.


    And to be like, cool. I woke up. There's another day. Let's do it. You know, and that brings you back to lesson one, which is like be present. So it actually has to be a skill. I think the trap of fertility docs and all physicians and all high achieving professionals, if it's one of these very laid out paths, right? Like an 18 year old kids is I want to be a fertility doc. Yeah, I got a copy and place, broop copy and paste blueprint. I can give that kid for 15 to 20 years and be like, I know what the next 20 years of your life is going to look like.


    And it's going to be a then B then C then D and you're to pass your boards and blah, blah. And it's very easy to lose sight of all of those moments as you're going through it. And yeah, it absolutely has to be a skill that you practice. The bad days are everywhere, right? Good days are everywhere, but you have to be sort of mindful to just kind of accept, that the good and the bad, they don't last forever, but that mindfulness appreciation for the current time now is very important.


    And I'll speak personally for myself. My parents are well, they're both 76, but I will probably sadly look back on this 10, 20 years from now. And I'll think of these years as the best years ever. My kids are at home, you know, love my wife, love my family. Parents are nearby. Everyone's happy and healthy as best as we can be. And instead of, you know, reminiscing about the past, scared for the future, just sitting right now is the only logical reaction I can have.


    Griffin Jones (17:24)

    When you wax philosophical like this with other REIs, how do they respond to you?


    Dr. Jason Yeh (17:30)

    That's a very good question. I got a couple of work partners that look at me like I'm crazy. I think some of them understand. I think you've got to go through some stuff in life and maybe, you know, heard some stories or just chase this. I probably am an outlier. I think back to a small group learning I had in med school. She'll never listen to this, but it was Dr. Vcio. So at UT Southwestern in Dallas, she ran around the table.


    She guessed everyone's medical specialty with pretty good accuracy, turns out. But for the three years that I knew her, she got to me and she's like, I have no idea what you're going to be. So anyway, I probably am a bit of an outlier, but I think we deal with such major topics. We deal with life, family, being a parent, you know, we're all children of somebody. And I just, I just,


    This is how I cope. This is how I function in the day. So this is my natural outpouring. I do find that some of my, let's bring it back. Some of my moral injury is resolved by reaching out and connecting to younger physicians to make sure that they don't necessarily feel the weight of the specialty the way I did for the first three to five years.


    Griffin Jones (18:41)

    Do you have these types of conversations with them? Because I look at you as sort of one of the symbols of Prelude Inception in terms of who would be recruiting talking to younger docs. Like if someone were asking me, hey, I'm thinking about Inception, who should I talk to? I would send them to you and maybe a couple other people. But I see you talking to younger docs when we're at conferences and they seem to know you.


    Dr. Jason Yeh (19:01)

    Hmm.


    Griffin Jones (19:09)

    Do you have these conversations with them and how do they respond? Are they just like, okay, thanks Jason, just looking for a starting bonus 500K here or is there a spectrum? Yeah.


    Dr. Jason Yeh (19:20)

    Yeah. Yeah, rule number one, you gotta know your audience. mean that that is


    that is on. Yeah, I mean, I think, you know, this is a I think we talked about this episode one. There is an arc. There's a journey that every already goes through. I think, you know, we're not all the same age when we graduate fellowship. We're not off the same life stage, but a lot of us are, you know, it's you graduate fellowship. Perhaps you're partnered, perhaps.


    You're planning a family, perhaps you have young kids and definitely you're studying and trying to pass your boards. So your mind is occupied. Your mind and body are occupied for the first three to five years of training. And then suddenly all respect to a bog and everything you pass your boards. And then you realize that maybe the luster and the academic depth of this field is not really what you expected. And you're like,


    Wow, there are unanswerable questions about mosaic embryos and PGTA and all of these things. Why don't transfers work? And you just, I think naturally after your 20,000th console, you're like, okay, there needs to be some other things. So I, I would politely say I do not have these conversations with new fellows, but I do think that seven to 10 year Mark is a, is a pitfall for, think a lot of physicians.


    If you are looking for something really deep and meaningful out of the practice of medicine, and maybe you're whatever, chasing the dollars or whatever, this can feel like a very empty field if you kind of let these major insights disappear, in my opinion.


    Griffin Jones (20:57)

    You're in the YouTube zeitgeist. So you know that within that sphere, the conversations that are happening there is there's a school of thought that says the pursuit of happiness in the way we've come to think of it in our society is frivolous and people should instead be pursuing meaning. And if you get happiness as a nice byproduct, that's a good thing. But pursuing meaning is


    Dr. Jason Yeh (21:00)

    Absolutely.


    Griffin Jones (21:25)

    is the proper way to orient oneself through life. How do you think about meaning relative to happiness?


    Dr. Jason Yeh (21:31)

    Yeah, I would fully agree with this. think, you know, people may not. So I was, I was sort of a student of the liberal arts. Let's say I was sort of a pseudo philosophy major, or you could say a philosophy major in college. And I think, you know,


    to


    to even go off of what you said, right?


    conversation that I hear every couple of months, every couple of years, and maybe you've heard it too, is that it is apparent when you go to ASRM that there are some very wealthy people, very powerful people in our field, right? And I ended fellowship in 2015. I started with residency in 2008. These were some of the sort of major formative years of what we do now.


    meaning extended culture, day five transfer, PGT testing, which created immense wealth for some people and practices. And I think a lot of people will say stuff like, man, REIs 20 years ago had it the best and then REIs 10 years ago had it the best, right? And like you said, right? The meaning and the purpose is important because


    Are you familiar with this philosopher? ⁓ Renee Girard, does that sound familiar to you? So this is, it's a, it's a French dude. He's, think he's also passed unfortunately, but his idea is that, you know, so much of what we want. So he basically talked about human desire, achievement, competition, all these things that make doctors, doctors, right? You go into ASRM and everybody is puffing up their chest, chasing the next, you know, capitalist exit.


    Griffin Jones (22:44)

    Not really.


    Dr. Jason Yeh (23:08)

    multiples here and there. All you hear nonstop is P E this, that and whatever, right? But the idea is that, you know, he had this theory that it's called mimesis or mimetic theory that what we're, what we're wanting, whether it's a title or money or accolades, cars, clothes, watches, whatever. mean, I'm a fan of many of those things I listed, but these aren't things that we want intrinsically. These are things that we're copying what somebody else wants.


    And desire is essentially this agreement that you've made with yourself to basically be unhappy until you get what you want, right? That if I get this thing, this product, this clothe, this suit, this watch, this jewelry, whatever, that's when I become happy. But as we all know, that does not work. And it's actually this metaphysical desire of, of what we're chasing that actually causes us to feel.


    So it's actually our wants that make us unhappy, right? And so what you said about, I'm not, I grew up staunchly Presbyterian actually. So, you know, it's money, it's stuff, it's time even, right? But what you were saying about hunter gatherers and, you know, a hundred years ago, 5,000 years ago, whatever, like,


    Griffin Jones (24:10)

    You sure you're not Buddhist?


    Dr. Jason Yeh (24:30)

    Our quality of life, so here's the equation, right? I had this conversation a couple days ago at the Inception Physician Summit, by the way, which we should talk about. But our quality of life today is objectively good. So the formula for happiness is something like, you know, quality of life, which is good, right? Why is it good? Well, we're all physicians, maybe most of our listeners are, you know, in the specialty, one of the highest paid specialties in all of medicine, if you don't believe me, post your salary on


    Facebook group of physicians and watch what happens. You know, for humanity, most of us were dead 200 years ago by the age of 40. I'm reminded of that trip Boris Yeltsin took to a random, I think grocery store Randall's it was in Houston, he just like walked in, looked at an average grocery store unannounced and he couldn't speak for hours, right? Like this was in the 80s. And that is our quality of life today. Like we could all


    get delicious food in our mouths in 15 minutes starting right now if we wanted to. And quality of life minus our wants, minus our envy, minus our desires, that is happiness. And that just kind of leaves you thinking that, you know, managing your wants and being grateful for the present can equal happiness. I totally understand. can see.


    why this is becoming a very abstract conversation. But I think this is important because, you know, when you start chasing the money, start chasing the stuff, I think we all know at some spiritual level that that's not exactly what we need to become satisfied with our job.


    Griffin Jones (26:02)

    But


    I think it's important because what you're talking about of pursuing those things that other folks want, I think that REIs likely over index for that even more than the average person who already really does that a lot. It's an evolutionarily biological mechanism to want to.


    Dr. Jason Yeh (26:08)

    Mm-hmm.


    Tell me what you mean by that. want to understand that more.


    Griffin Jones (26:25)

    of being a mechanism of evolutionary biology. If, ⁓ so you all are overachievers. You all are such a slim segment of the population to one, wanna get a good undergraduate degree that weeds out a number of people, then to go through medical school, then to go through four years of residency and say,


    Dr. Jason Yeh (26:28)

    The overindexing.


    Griffin Jones (26:51)

    You know what, I haven't had enough of making little money. I don't feel like I have enough either prestige or mastery or something that I just wanna study and get even better at. I need another three years. And by the way, while I'm doing all of this, I'm moving across the country. Maybe I'm not getting matched where my spouse is and I have to do a long distance relationship with someone. And so I...


    I think that REIs are even more in the cohort of needing to be the best in their class. And I'd see it all the darn time. get to have private conversations with folks. get to have consulting sessions with folks. very, very often REIs are saying, that's what so-and-so makes, or I heard so-and-so is doing this. And that's...


    Dr. Jason Yeh (27:25)

    you


    Griffin Jones (27:43)

    the frame of reference for success for them. And so when we go back to, I 100 % agree with your earlier point that just because hunter gatherers suffered and people are suffering in huge swaths of the world today, that doesn't make one more instantly happy. But comparison is the thief of joy. And I think we constantly need to reset. And I think that many REIs are not


    Dr. Jason Yeh (27:44)

    Harrison is a thief of joy. absolutely.


    Griffin Jones (28:12)

    resetting because their whole upbringing, their whole career and academic trajectory has been focused on accomplishing a goal and that goal always raises once they reach it and it's very largely informed by what their peers are accomplishing.


    Dr. Jason Yeh (28:30)

    Yeah, I was not planning on bringing my wife into this conversation, um, nor am I advertising her services, but she is a clinical psychologist. Okay. And she, uh, essentially has a private practice exclusively of high achieving individuals who may or may not have gotten on the rat race of high achievement. And at the end of 20 years of


    CV building are not totally sure what they want out of life anymore. And there's a moral injury there too. And I think she, you know, there's enough of a pattern that she's literally written a book about this. so these, these are topics, you know, to say, when, when are you having these conversations? We, talk about this stuff a lot, but this is a very common thing. You know, I think late thirties, forties, late forties transitioning in the fifties. think a lot of our identities might be wrapped up in our children.


    It's very easy when you've got a prescribed 15 year course of REI training that you don't even let these bigger questions into your mind because it's not worth the time or the effort to resolve it.


    Griffin Jones (29:37)

    And think of how many of your peers went to really good schools growing up. They went to really good colleges, maybe Ivy League or something similar. And it's constantly been about outperforming other people. That's what sets the baseline. And I think trying to get someone to think of a different benchmark


    Dr. Jason Yeh (29:56)

    Yeah.


    Griffin Jones (30:03)

    for what success is. You're swimming upstream. Do ever feel that way?


    Dr. Jason Yeh (30:09)

    Absolutely. You know, I think it's you can zoom in and say, my life is X, Y, Z of a certain situation. And you could see it as objectively good or objectively bad or whatever. But I think that's a lens that you put on a situation. mean, the trap is, you know, I'm I'm capitalist. I believe in all of this. But at the same time, let's not be chasing money that we don't need. It's the expression.


    to impress people that we don't care about to do a job that we don't even like, right? So, you know, I'm not here to assume that even my own professional goals will be the same for the next five or 10 years, but for now, this makes a lot of sense. But I think the journey of an RE probably at certain marks, certain time horizons, maybe we transition a little bit more towards leadership or consulting or education or whatever the case may be. There's the job.


    The specialty is beautiful and it's endless and there's so many ways to manage this. I, this is tangentially related, but a couple of days ago on YouTube, I saw a short film. I think it was called Retirement or Retirement Plan or something like that, but it's a short film that's up for an Oscar this year. I think it's from the New Yorker or the New Yorker channel or something, but it's basically this cartoon.


    illustration short film about this older gentleman and he's just saying stuff like one day I'll learn to play the piano one day. I'll read the books one day. I'll become good at meditation one day. I will become present right and it's like yo what are we waiting for the time is now I mean you have to just I mean we many people would switch places with an REI fellow


    as hard as life can be in an instant on this planet. So, yeah.


    Griffin Jones (31:59)

    I think there is an XY access of time and money, we all need a certain amount of money. And I think we all want a certain amount of time. But I suspect that many people are wired and geared to probably want and feel like they need more money than they actually do, at least in in our field, right? Because our field most REIs by definition are one percenters.


    Dr. Jason Yeh (32:05)

    Absolutely.


    Griffin Jones (32:23)

    1 % or I think nowadays is someone at if I'm not mistaken in the United States, a household income of half a million dollars a year. And so most REIs are the people that occupy Wall Street, people were protesting against and and then even for others, almost everyone that works in the fertility space is in the top 20%. And if you are in the top 20 % in the United States of America in the 21st century, you're


    Dr. Jason Yeh (32:30)

    Mm-hmm. Mm-hmm.


    Yeah. Yeah.


    Griffin Jones (32:50)

    richer than virtually anyone who's ever lived. and so I feel like many of us are still have a higher priority on money because of the roots of evolutionary biology. There wasn't really an evolutionary biology mechanism driving needing more time, right? I need more quality time. That's something that you you


    get the luxury of having once you get to a certain place in society. Do you feel like most or many of your colleagues don't prioritize time enough?


    Dr. Jason Yeh (33:17)

    Mm-hmm, mm-hmm, mm-hmm.


    Yeah, this is, mean, I'll be honest, this is a pain point for even myself. think there are, there are temptations to sort of look at your day and just to say like on some days that are hard, like really hard, I do feel like I'm literally just trading time for money. I'm not getting sort of some emotional satisfaction, professional, you know, fulfillment out of this day.


    And maybe if you string enough of those days in a row, you're like, Whoa, like, am I really just trading my life minutes for money at this point? I would hope that all of us are in organizations that are receptive to this. Maybe it's a network, maybe it's not, maybe it's physician owned. And I would say that the cure to moral injury or whatever you want to call this is like a realignment of how you can spend your work life balance. Right? So


    If there are minutes or if there's drives or whatever, I can say in my own practice, we went from excessive driving consults that were booked inefficiently, a lot of patient dissatisfaction because of certain workflows that would then fall back on the physician, which would create a lot of resentment in me. And the leadership teams were able to sort of help us craft a path that suddenly all of these things suddenly got better within a span of 18 to 24 months.


    And even though my job is the same on paper, my day to day is completely different than, and I might be spending the same amount of hours at work, but it's a higher impact hour. It's a, it's a more sort of comfortable burn of my conscious minutes. So it's not like I'm just wanting to my hair out every minute. So yeah, the short answer is, ⁓ there is an XY axis somewhere and everyone's got to figure this out. I think, you know, also as a personal story, I am


    child of immigrants and trying to explain to parents that maybe didn't grow up with that much and grew up with, you know, just scarcity mentality that money doesn't make you happy. Like that doesn't register for them. Right. And then I am very successful in explaining. I feel like I will see, but to my children that I'm like, yeah, money does not make you happy. You have to have enough to live all these things. But what if something happened to me or what has happened?


    We had to go live in a smaller house. Like, can you find in your brain that space that, you know, the stuff isn't what makes us happy. It's the time together and it's these moments and all of that. So I know this sounds very, very metaphysical and almost a little bit out there, but it's, it's, I do feel like these are skills that you have to practice every day because one trip to ASRM and you're comparing salaries and how nice someone's watches and suits and shoes and


    you know, kind of car they just got. And, you know, that is that is interesting. It's a fun game to play if you're a fan of capitalism as I am as well. But it's a dangerous one if you're not really sure what your moral compass is.


    Griffin Jones (36:17)

    Did you talk about this at the Inception Summit, which we're recording a couple days after? Is this something that you get up on stage and talk about or that you...


    Dr. Jason Yeh (36:25)

    Yeah.


    No, actually.


    No, not really. I had a conversation with two colleagues just after the meeting for like an hour about how to find happiness in life. Actually, without naming them, I'll just compare and contrast them. Maybe they'll listen, maybe they won't. But one of them was like.


    We, one of them was like, we better not be doing this in 10 years, right? Kind of like a rejection of this work is hard and I gotta be done. And the other one was my idea of retirement is still doing this two to three days a week. So I think this job taxes people differently and that's any jobs, you know, like means to an end versus.


    maybe some fulfillment in the here and now. But I can't speak to their personal experiences, but at the end of the day, think these are conversations that start to become real for each mid-career physician.


    Griffin Jones (37:24)

    Have you ever pitched the topic to TJ or anybody else at Inception and said, hey, here's what I want to do. I want to talk about happiness. I want to have it be the keynote of the Inception Summit. How do you think you go for it?


    Dr. Jason Yeh (37:37)

    I think he would, well, maybe he listens to this. think he would be receptive to it, but I would absolutely not pose myself as an expert on any of this stuff. just think, you know, we're all just trying to find the culture fit that helps us get through the day in a positive way. I will credit him and the exec team to basically think of this organization as like a, like a living,


    Organism with culture and ethos and humans that are real, you know, like we're not just little economic units pumping out X number of cycles per month. I think that is part of the balance sheet. And probably once you move high enough on the, on the management chain, they don't even know me personally. They're just like, Hey, there's this doc in Houston, Texas doing this stuff, but I'll, I'll quote TJ here and at the risk of sounding a little, sappy, but


    You know, the good times won't last and neither will the bad. But you know, the time together, however we spend it, you know, can be used towards, I guess I'm putting my words into it, used towards building an organization that can weather the good and the bad times better, right? If the positive time together that we spend, social hour, whatever you want to call it, can help us get through those hard times. And there will inevitably be hard times.


    So yeah, I actually, think it's one of the next iterations of physician support. know, I think burnout and moral injury can occur at any output level. Physicians doing a hundred cycles a year being burnt out, physicians doing a thousand cycles a year being burnt out. I mean, there are many physicians at inception doing at or more than a thousand cycles a year, which, I don't know what that feels like, but I'm sure it's pretty intense. And I would hope that


    regardless of output that, you know, physicians can have some level of support there. I heard someone quote on stage that like, you know, a turnover on a nursing staff costs us $300,000. I can't even imagine what a physician, you know, turnover would cost, whether it's time off putting changing teams, whatever, you know, very expensive. So, you know, there's a, there's an article that I read every year. There's an author, author books is a


    happiness guy from Harvard. He's on YouTube all the time too. but he basically has all this research on happiness and you know, if you're at the worker level, happiness is important integrally to part of your day. But if you're at the C-suite level, guess what? Happy employees generate more profit too. So this is a shared interest that I think all levels should


    Griffin Jones (40:12)

    I do think that you're not alone with this, Jason, because the last episode that you and I did was really, really popular. And this one is either going to be really popular or people are going to stop listening four minutes in. There's not going to be a middle ground.


    Dr. Jason Yeh (40:25)

    That's OK.


    Yeah. That's fair.


    Griffin Jones (40:27)

    Jason, like, there's not gonna be a middle ground.


    it's either gonna be like this takes off or people are like, what are those two dudes talking about? And so my...


    Dr. Jason Yeh (40:33)

    Yeah.


    It's okay. I'm okay with that. I'm okay with that.


    Yeah. I'm used to being a little bit of an odd duck in a lot of the circles that I run in. So that's okay.


    Griffin Jones (40:48)

    But you're you're just putting words to concepts that people have nagging them whether they think about it or not. And how well do you know Eduardo Harrington? Do you know him from?


    Dr. Jason Yeh (41:00)

    Yeah, I mean we're


    friendly. We always chat. We hang out a little bit when we're next to each other. I've had many one on one conversations with him. I like him a lot. He's always great.


    Griffin Jones (41:11)

    When I had my first child, sent me a book called, How Will You Measure Your Life? And it was from one of his professors at Harvard that may or may not have been a colleague of Arthur Brooks, I don't remember, and a professor that has since passed away. But he talks about these examples of when people are just pursuing the next thing.


    Dr. Jason Yeh (41:22)

    Mm.


    Griffin Jones (41:33)

    it can lead to some serious trouble and to your point about being in the present. I there's a value to being in the present, but there's also a value to being present in the life stage that you are in right now, Jason, because your parents will not be with us in a couple decades time and your kids are not gonna be at home and they're not gonna be as


    influenceable to the character that you want them to have. And you will have either done your job as a parent, or, or maybe they will turn into people that we don't want them to be. And the less time we spend with them, the more likely they are to, to, to be influenced by factors that we don't want them to be influenced by. So and that I think it's so critical, because so many REIs are in that stage.


    And even if you're a younger REI, like we use the word young REI, it's a relative term, because you're really not an REI if you're less than 33, for the most part. so within a decade of being a fertility specialist, you're middle aged. And so maybe just talk about that. And is that something that your colleagues bring up frequently is just like, because I hear it from docs all the time.


    Dr. Jason Yeh (42:32)

    Absolutely.


    Mm-hmm.


    Griffin Jones (42:53)

    They say, yeah, but my kids were only little for a short period of time and I missed it or I'm missing it.


    Dr. Jason Yeh (42:59)

    Yeah, you know, it is, it's, it's the plight of, think, a lot of physicians, unfortunately. think medicine demands a lot from physicians, American physicians, and no one ever posed it this way to me, but I am sort of grateful that randomly, and there was some purpose here, that I ended up in a specialty where I get to go home, sleep in my bed, hang out with my family, basically every night.


    Not every physician has that luxury. And whenever I meet a young medical student, sometimes they rotate through a surgery centers. I'm like, okay, I understand there's a lot of different things that you can choose from, but how about you start with, are you willing to work the night shift? How about you start there? If yes, here's your choice list. If no, here's your choice list, right? Because I think at the end of all of this, you know, there's time that you will have. Some people are.


    willing and able to give endless amounts of time to the work, to the patients, to the job. A lot of REIs, you know, I think perhaps to be honest with myself and our listeners, like, yeah, a lot of other specialties maybe appealed to me as well, but just because of the life commitment. Yes, there was time commitment in our field, but the life commitment, being on call every other day, being on call for 40 hours straight, 50 hours straight in the hospital, not coming home.


    You know, got transplant surgeon friends that really, when they're gone, they're gone for two, three days at a time. That is not in the family ethos that I was raised in. That's not kind of how I want to spend my life. So yeah. So I think every REI has got to figure it out on their own and you know, work life balance, a practice and a network and tech solutions that, that help you live that time at work and at home to the max ability that we can. That's very important.


    Griffin Jones (44:46)

    you have to have that operational background to it. And so I think maybe we could talk a little bit more about either some things that are on the horizon for inception prelude that either came out of the summit or or just that you're doing because one of our values, one of my company's five core values is forge ahead and recharge.


    Dr. Jason Yeh (45:01)

    Sure, sure.


    Griffin Jones (45:11)

    I don't usually contact them in the five o'clock hour. I rarely do in the six or seven o'clock hour and virtually never after eight o'clock, virtually never on the weekends when people go on vacation. They are told take email off your phone, take project management off your phone. But that


    Dr. Jason Yeh (45:13)

    Mm-hmm


    Griffin Jones (45:28)

    presumes getting worked on being profitable, all of that sort of thing, because without it, then we, we can't do those sorts of things. So deliberately in our values, forge ahead comes before recharge, don't dawdle, build really good systems, build really good processes, so that we can enjoy this time outside of work and so that we can enjoy the work that we actually enjoy doing more the things that we perceive value adding.


    Dr. Jason Yeh (45:31)

    Yes.


    Griffin Jones (45:57)

    but we need to eat our peas and carrots before we can enjoy that meat. It's not about just enjoying the meat, but it is that you have to have that infrastructure built in place. What do you all see you all being able to provide REIs in order to be able to do that?


    Dr. Jason Yeh (46:16)

    Yeah, I mean what you said there about your organization is amazing. It's also somewhat of a I would say a luxury of our field that we are allowed to do that to some extent. I mean the issues are kind of 24 seven with ectopic pregnancies and OB bleaters, but on a global level like we do kind of wind things down in the evenings. IT energy Houston power goes out. No, those those people are working 24 seven, right? I am grateful to be at.


    a national network where I will call out three names and they spent a lot of time on stage these last couple of days, Kat Stillman, Bob Huff, Brian Markworth, where they're almost like their life calling their life mission for us is to weed out just inefficiencies, right? When, you know, I say there's this time in my day where I'm clicking too many buttons and this doesn't make sense. And my gosh, like


    literally using an hour and a half of my day doing this and I am not contributing anything to patient care. How do we make that go away? And Kat, her job is to come up with ideas, products, commercial solutions that address that and make that problem go away. There's never gonna be an instantaneous win. All the wins are gonna be small, but if you add them over time, hopefully that stack of solutions can really improve the work-life balance for somebody.


    ⁓ No, there's lots of stuff. It's different for every organization. AI tools for documentation. There's a lot of internal tools that are on the horizon. I can't really spell too many secrets, cause I were told not to share too much of this, but solutions to help the clinical team members, right? Like make sure that they, cause they're the next target, right? Physicians. Yes, we have burnout, blah, blah.


    Griffin Jones (47:35)

    What's in that stack of solutions?


    Dr. Jason Yeh (48:00)

    but also our clinical team members. Like they are deserving of protection as well. There are, you know, obviously telemedicine tools, auto documentation tools. We are big fans of cycle clarity at many of our inception locations where, you know, we have clinical team members, not always sonographers, but clinical team members that have to be trained how to scan. And then after they've been trained how to scan, they realize they have to scan 20, 30, 40, 50 patients a day. And they're like,


    I don't like scanning anymore. And then they sometimes leave because they don't want scanning anymore. And then all of a sudden we lose the one year training time that we put into them. So, you know, what if there is this AI tool that helps us scan through ovaries and we can now take a 20 minute or 10 minute or five minute scan and reduce it down to a one minute scan, right? So there's lots of things at every level that we can use, but it requires other people.


    team members that are probably not physicians with their own professional work time to solve these solutions because God knows I don't have those hours in the day to chase those down.


    Griffin Jones (49:02)

    These people are gonna be the people that I interviewed that are like the other side of this conversation. The like, how we get to enjoy the luxury of debating meaning versus happiness. And I wanna talk to each of them. Kat Stillman, Bob Huff, and who was the third person?


    Dr. Jason Yeh (49:07)

    Mm-hmm ⁓


    Mm-hmm.


    Brian


    Markworth. Yeah, Kat Stillman. I want to say she's president or VP of products at inception. Bob Huff is sort of our tech guru. Sort of deep. you know him. Yes, of course.


    Griffin Jones (49:31)

    I gotta have Bob back on. I've known Bob for a long time. It's


    been a while since he and I have spoken, but when you said that compliment of these are like three people whose calling is to make our lives easier, that is perfectly in line with what I know about Bob. And I know that he's been with you all for a while, but that's such a beautiful compliment, Jason. Have you told them that?


    Dr. Jason Yeh (49:37)

    Yeah.


    Mm-hmm.


    Yeah, yeah.


    I mean, no. I give them high fives though. No, I mean, I, I, I, I think there is a ambition, but also kind of a humility that they have to carry with them because they're not physicians and you know, they are willing to listen us out and be like, this is a problem. Let me try to fix it. I think if they were


    deep into medicine, may have their own biases or preconceived ideas of how a problem should be solved. And I think all of us came from academic institutions where a lot of, you know, overbearing mentors were like, this is my way and this is how it should be done. And that's not everyone's experience, but I think it's cool to have a network that is so agile in this space. you know, thanks for the reminder. will, will thank them for all of their work.


    Griffin Jones (50:43)

    You should you


    should tell them that in those words, because I think it's incredible. I think I think it's what doctors are. They need that. They need people like that.


    Dr. Jason Yeh (50:47)

    Well...


    Yeah, I mean, I,


    if you look at my last correspondences with them, I'm usually more sending them requests than me thanking them. But yes, I should, I should even it out with some gratitude. You're totally right.


    Griffin Jones (50:56)

    Yeah



    all the more reason. Jason, I could have these conversations with you again and again, and we will. Hopefully, people will keep listening to them. They did the last one, so we're gonna find out. We're gonna find out, did we take them off the rails or are they along for the ride? So thanks so much.


    Dr. Jason Yeh (51:14)

    Right. Yeah, I love it. Fantastic. All right. Have a good evening. Thank you for your time. I enjoyed it immensely.

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What are the drug makers up to?

And who’s about to win or lose in fertility pharmacy?

This final category overview takes a hard look at the shifting pharmaceutical landscape: legacy manufacturers, rising challengers, supplement disruptors, and the latest in professional services.

We also dive into:

  • Why the pharmacy “middle” may be hollowed out

  • Which models are positioned to scale (and which aren’t)

  • Who operators are calling when they need expert guidance

  • The consultants and firms quietly shaping growth behind the scenes

Get an even deeper inside look at the current state of fertility networks from our recent Intel Articles:

Pharmacy, Pharmaceuticals, Professional Services, Supplements


You Can Stop Being Left Out Now, Y’Know

Next Big Exposure Before ESHRE!

If your organization belongs to this category but wasn’t included in this category overview podcast episode, then your competitors are dominating the attention of your customers: REIs, fertility network executives, embryologists, and others.

These same competitors will get more coverage in a report or podcast episode, about your category

  • To start the year

  • Before PCRS

  • Before ESHRE

  • Before ASRM

Why let them get all the attention?

If you don’t want to miss out before ESHRE, you have to join the IVF Heroes Universe as a sponsor now, before the next deadline.

You read it. Your employees read it. Your customers read it. Why miss out when you get so much for so little?

  • Griffin Jones (00:09)

    What are the drug makers up to?

    What's going on with EMD Serono and Organon?

    What's gonna happen with fairing now?

    Why are Meitheal and Granada picking up so much steam?

    Why is Bird&Be taking over supplements?

    Why do I say?

    The middle going to be completely hollowed out in sector.

    and we got a list your go-to guys and gals.

    the consultants, experts and firms you call for professional services.

    when you're growing or in a bind. And a special guest joins talk about a few of them.

    Enjoy.

    Griffin Jones (01:33)

    This episode has to do with two serious topics you want to talk to your kids about. Drugs and Trump. TrumpRx has shaken up the fertility pharma space quite a bit, as you know.

    The administration did a deal with the EMD Serono.

    Now there's big discounts on Gonalaph and other drugs.

    They're working a drug called Pergaveris approved through the FDA.

    that will in many ways compete with Menopur.

    This is interesting for a couple reasons. Dr. Gata had told me that...

    Organon's follow stem had been growing in market against gonalaph in the coming years. So this might blunt that. probably going to Organon to match the discounts or get close to it.

    Now Ferring has a competitor.

    to I saw a post from Dr. Amols.

    in February at the time of this recording.

    Where

    he was publicizing cheaper alternatives to Menopur.

    Ferring hasn't had kind of competition before, at least not in long I wonder if that affects their fertility team.

    Late last year, had axed 500 employees, none of them were from the fertility division.

    So is this going cause a hit

    to their golden cash cow?

    Are you going to see of your favorite fairing reps getting axed? Are they going to have a little bit smaller of a presence?

    or maybe not.

    Maybe this and some other things happening.

    cause volumes to grow.

    Ferring does better than ever and expands.

    I think there would probably need to be some sort of intermediary event for that to happen.

    But we'll see.

    I really have no idea what Organon's doing.

    Their CEO had to resign at the end of last year.

    There was an investigation about wholesaler sales practices, that doesn't seem to have affected their fertility division at all.

    And they must be cooking up some kind of response.

    But for the longest time, R &D has just dragged in the fertility space.

    And I think Granada Bio is making a big dent in that. started in 2018.

    That's Evan Sussman, Steve Medeiros.

    Now they're working on commercializing early stage assets.

    across various drug classes.

    getting them through regulatory approval.

    all the research trials, the partnerships.

    They with Gideon Richter.

    to bring recombinant FSH to the US acquired OVIVA therapeutics.

    that focuses on ovarian aging.

    And they're also advancing an FSH product.

    What I'm hoping for is that Granada is not a boutique name five or six years.

    but it's a really big player in this space.

    Keep your eyes paid attention.

    And if you're into research, if you're into finding viable ways to work,

    clinical trials your business might check them out.

    And this cost debate was happening long before...

    White House ever put their thumb on the scales.

    Dr. Brian Kaplan had commented on a post of Inside Reproductive Health months back.

    And he said, listen, if drug costs are 30 to 40 % of IVF order to reduce total cost to patients by 50%, wouldn't you have clinical expenses by 60 or 80 %?

    Dr. Kaplan was.

    observing that issue that you can't bring down the cost of IVF care without bringing down the cost of meds. I think Meitheal got ahead of that.

    Some of you hadn't heard of Meitheal before last year. Many of you know them now. out of Chicago.

    They're in generics and biosimilars.

    They've and

    and they're advancing an FSH in their pipeline.

    and they introduced a multi-dose Ganarelex pen.

    no idea Trump RX mean for me, Hall. I hope it doesn't blunt their growth.

    because they could be critical in bringing down.

    Griffin Jones (04:50)

    It took all this to shake up that sleepy pharmacy category.

    And I say this with due I have a lot of friends in the pharmacy sector.

    But I just feel like so many the pharmacy space have checked out.

    And I can't say I blame them either you just have to be the cheapest and you're just doing deals with networks based on price.

    and F patient experience because it is what it is, your commodity.

    Like a Spirit Airlines.

    Doesn't matter if there's no value adds because % of the flyers are buying on price alone.

    Or you have to be like a Mandell's.

    Ultra customer focused.

    You have to be so good at patient experience.

    that patients and providers are negotiating for you.

    to their payers and practices and networks.

    because you are an extension of their patient experience. look at Mandela's Google reviews, it's of hundreds of reviews.

    And they're not the only ones. There's a couple pharmacies with really good reviews. there are also some with really bad reviews. And now that you have TrumpRx,

    think those are the only two camps that are going to win. Everybody in the middle. wonder if we don't see many of them either go out of business or just get bought.

    and consolidate.

    because pharmacies do a behind the scenes. And you can read your practices reviews.

    often times complaints.

    come from some sort of dropping of the ball you and the pharmacy.

    And if pharmacies have to charge extra...

    for these ancillary services, I suspect that they now will because the drug manufacturers going to take the haircut just by themselves.

    then they either have to be so good.

    at customer service like a Mandell's

    or really cheap. have a 2.8.

    satisfaction rating or whatever the heck and just deal with it.

    You know why I don't think it will all go to the latter? of patients and nurses.

    You can only push nurses so far, man.

    I agree with Abby Mercado of Rescripted she predicts.

    that this is going to take a lot of admin and put it on nurses.

    think those nurses are going to want to push it right back off.

    and customer service will remain a viable only a couple of pharmacies, only those ones at the tippy top.

    Griffin Jones (06:58)

    supplements. Interesting category.

    Maybe a little bit of a sleeper I just don't think.

    You can underestimate trend of consumer behavior.

    In medicine,

    and the type of brand loyalty that you see.

    in other sectors of women's consumer products now coming into women's health.

    That's here. And supplements are already routine.

    70 % of patients say they take supplements.

    If you're a doctor you say, no, it's not that high.

    The source in Inside Reproductive Health's state of fertility supplements that came out in that only 25 % of patients

    disclose their supplement use to their care team.

    And for a long time I think Theralogix was the game in town.

    I'd like to know more about what they're up to.

    But Bird&Be

    is really shoring up.

    a very strong positioning in supplements.

    because they have that it factor ja ne se quois

    that really strong.

    women's consumer products, lifestyle brands have.

    And that's getting them into places like Ulta Beauty. They're in 300 Ulta Beauty locations.

    That also makes them a source of

    new patient generation, right?

    because they are bringing fertility into the mainstream.

    That's what I pay attention to.

    as pay attention to are flocking to, they're flocking to burden B. You care more about the clinical research.

    I wish I could go more into that.

    and what Bird&Be is doing with their medical advisors.

    but I can barely pronounce methylated folate.

    So I'm just going to go ahead and leave that link.

    in the state of supplements.

    report that came out in Inside Reproductive Health in January. you can click on that if you're interested Bird&Be's clinical research.

    Griffin Jones (08:30)

    What another cameo appearance, I'm getting celebrity bombed here. Shawn Vincent from Blue Cardinal Advisors is here. Thanks for joining me, Shawn.

    Shawn A. Vincent (08:39)

    Hey Griffin, happy to be here.

    Griffin Jones (08:41)

    help me overview this professional services category of which you're a part of one category that I didn't think would be that interesting because it's not like it's AI. It's not like it's tech, right? But at the same time, it's like these are some of the most trusted people in the space, people that have worked in this field for decades and we can't get along without them. So it ended up

    to me being a lot more interesting than I was kind of thinking. And I think maybe even more relevant because centers, fertility centers are using these professional services, firms, experts, consultants to fill in gaps from the labor shortages that have not gone away. I think in my opinion, 2021 and 2022 were the worst for companies abroad, but

    I don't think most clinics have seen any kind of relief since then. What are you seeing?

    Shawn A. Vincent (09:41)

    Yeah, it's interesting. And even through having the ability to partner with you and having the opportunity to interview some of the physicians I've worked closely with with you for years, you're seeing the same theme, constant growth, but how do you keep the same care? Right. And there's also always been that struggle with making sure you can maintain the nurses and the staff's happiness. So how do you do that? There's all these different companies that are out there. We know that the REI and IVF space is bumping and there's so many different solutions coming at you.

    and the providers, there has to be a way to kind of look through all of those and figure out what's going to be best for each particular clinic. And I've seen different clinics partner with different professional services, everything for ways of getting patients through the process faster, answering all those questions that they all get inundated with in the beginning. But then also on the back end, which we've talked a lot about is helping support the physicians and the nurses when it comes to the genetic questions they get as well.

    Griffin Jones (10:39)

    Our readers and listeners gave us the names of some of the firms that they work with and we'll go through a couple of those. Cedro Strategy was one of them and I figured out who that is. It's Ryan Salem. I don't know if that name rings a bell to you, but that is the CEO or he was the CEO of Blue Ocean Health, I want to say, in the UAE. I think he was involved in IVF Michigan for a long time. So he's done a lot internationally.

    and they help with operating models and scaling the page and journey. And they've worked with some massive, clinic groups and that's a C level experience. So I think that some people are looking for staffing. Other people are looking for sales support. there's some C suite level experience there, which I thought was really interesting. And I think people look for expertise from a little firm called blue Cardinal advisors. You know anything about that one?

    Shawn A. Vincent (11:34)

    I do. So 20 years of women's health experience, starting OB-GYN and then jumped into the REI space specifically when I launched, helped launch Semaphore out of Mount Sinai back in 2018. This was going to be my third carrier screening company. And from there, I knew as the genetic testing was getting bigger and bigger, if I were going to go to the doctors I've been working with, they were going to have to have some type of support. So that's where I actually partnered with GeneScreen.

    And a lot of physicians will say we revolutionized or changed the way that we actually support our physicians and our staff when it comes to the carrier screening process. Once Semaphore went public, my time there was done. I had had a great run in labs, but I wanted to go try something new. So I created my own company called Blue Cardinal Advisors. I took my experience and also the people I know and the thought leaders in the industry. And I wanted to be able to minimize the cost.

    to all these startup companies that are coming into this space, whether they're international companies coming into the US or earlier stage companies that may be not able or not funded to have massive sales teams. So what Blue Cardinal Advisors does is we understand what they're trying to do to help the big clients that are out there. I want to hear their message, see if it's the right message, see if it's going to be something that actually is going to fulfill the right need. And I try to partner with them.

    to help them go to commercialization faster and also save them money along the way.

    Griffin Jones (13:02)

    The value to startups of what you do is immediately obvious to me, but the value that you bring to them is also that providers and a lot of these network execs pick up the phone when you call them, which to me suggests that you're providing some value to them. How are you nurturing those relationships? Why are they so good?

    Shawn A. Vincent (13:25)

    It's a great question and that's the biggest, call it one of the most stressful parts I have because let's say I get presented to by a new opportunity every two weeks. And a lot of times I have them present to me these new ideas and I'm like, that's amazing. Let's go. That sounds great to me. But what I try to do is go out to certain people that I feel are passionate about that particular topic or we've had discussions around it in the past.

    Some may be genetics, some may be staffing, some may be PGT products, whatever it is, right? There's so many that you've reviewed all throughout this time. So what I try to do is find those different providers or even nursing staff or even head nursing staff. I would say, hey, this sounds good to me. Could you take a look at this or have you heard of it? And does it make sense? Will it help your practice? Will it help your patients? Is there going to be an ROI to you and your practice?

    Some of them may meet one or two criteria, but then they may fall flat on others and it doesn't work. So I try to be careful on going to the same people too many times because I don't want to dilute my credibility by bringing them every one of them. So I'm trying to create new touch points and different things I've learned through the last three and a half years with Blue Cardinal to say, okay, this sounds good, but it might not work because of this.

    Griffin Jones (14:50)

    people say they got a guy, you're who they're talking about. I look at some staffing needs that are happening across the place and I see a lot of practices struggling with filling their anesthesia needs. They might have a group and then that group has some of their anesthesiologists retire or they just can't meet the needs or they get way more expensive. And then I also see

    Shawn A. Vincent (14:52)

    Yeah.

    Griffin Jones (15:18)

    Probably half of the anesthesiologist workforce going to retire in the next five ten years and so this is gonna get worse and it doesn't seem like we're putting as many people in the pool to replace those folks at least from what I read in that report and I see a lot of people using Kaleidoscope Anesthesia. It's cool from our perspective because

    We've worked with them and then we see the groups that they work with and we get to interview some of the people that they work with like Lynn Westfall and Dr. Ben, Dr. Lynn Westfall and Dr. Ben Harris. And then we see them start to work with more practices and then some months go by and now those people that may have originally heard about them on Inside Reproductive Health get some experience working with them.

    Shawn A. Vincent (15:53)

    ⁓ huh.

    Griffin Jones (16:12)

    Then they get more and more exposure and you've had kind of ⁓ a similar Working relationship with GeneScreen. I think that and I covered them in the genetics Episode and We don't have them listed in the professional services category, but they kind of are right

    Shawn A. Vincent (16:31)

    so GeneScreen is interesting. Like I said, it started Semaphore partnered with GeneScreen back in 2018. And way that GeneScreen has adapted to the changes in genetic testing has been pretty interesting. When GeneScreen first partnered, it was going to be a comprehensive consult. And just to be clear what a comprehensive consult is and

    We've had some great interviews on your podcast about what these are with so many brilliant doctors. Comprehensive is where they do a 45 minute consult with a patient and a partner. They do family history. They talk about everything. And you also are going to make sure that you get a comprehensive couples report. What we've learned is some practices like US fertility, IVI RMA, and some NCCRM.

    We now have been starting a trend called stratification of risk. And we have those patients come into GeneScreen after you have the patient and the partner. We have a way to look at those risks based on the criteria that that practice prefers. And then we can put them in a low risk model or a high risk model. Low risk model is still gonna get a 20 minute conversation. We can answer all those questions at GeneScreen so they understand what.

    what the test was, what the results mean, what is a carrier screening, and they still get a report. Comprehensive, it's around a lot of times like 12 % of the time, it's allotted a 45 minute consult. So we can get patients through faster at GeneScreen, but we're still seeing every patient to make sure that we're providing support for the providers as well as the staff. But just to go back, just to touch on one other thing, I smile when you describe that other commercial

    growth that you were describing, because that's what happened with GeneScreen. It was, let's start with, we were in RMA New Jersey's boardroom, pitching some of the physicians there. And it was, if they approved what we were considering doing, we knew we could take this and take it across the country. So after we had RMA New Jersey, which wasn't even EV back then, then we went to US Fertility, and then we went to KindBody.

    And then there was more and more and the street cred continued to grow out there with all the different groups that we were closing, working with, and we were getting word of mouth out there. So really there wasn't a lot of banging on doors. It was a lot of word of mouth. So if you look at the projectory of ChainScreen starting in 2018, it was quadrupled in business, quadrupled in business, and then doubled the year after.

    Griffin Jones (19:06)

    And then you're throwing gasoline on the fire in a positive way and then it becomes the rule rather than the exception and then it's like, well, who isn't using GeneScreen

    Shawn A. Vincent (19:16)

    yeah, so then you sprinkle on a lot of the donor business that GeneScreen does. There's some hereditary cancer stuff that's kind of tied in there now because of the access for patients having PGT. Also, we're doing PGT consults because sometimes some of the things that they're gonna be reviewing, they wanna have it reviewed by a third party genetic counseling company as well. So it's been a good growth strategy and... ⁓

    Jill, the founder, is always very patient-centric and would rather make sure that it's done right, supporting the physicians and the patients first. So I feel like our trajectory has been smooth and even with our big growths, we've always learned patient and physician first.

    Griffin Jones (19:57)

    one of the areas that I know that I want some more ops expertise to direct people to so if people are working on on sales stuff, especially on the b2b side sales I'm sending them your way if it's marketing I can send them to some people if it's some things that they need with

    patient concierge and one of the areas that I have kind of struggled with is like, who's like the ops expert that I should send people to? And I want to check out the fertility consultancy more. To be honest with you, I don't know a lot about them. The reason why I know a little bit about them is that they participate in our IVF Heroes universe. And so I've got to read a little bit about them, but they provide services to help streamline clinics, to help with outcomes.

    benchmarking, SOPs, management decision making, optimizing results and.

    patient satisfaction, delivering some systems to both get feedback and implement at working on clinic reputation and expanding clinic capacity. So that's a group that I want to learn more about. They're fertility consultancy, fertility consultancy.com is where people would find

    Shawn A. Vincent (21:11)

    being in this field for so long. Some of the greatest partnerships I've had with laboratories, blue cardinal advisors, GeneScreen, whatever it is, when you can find a tenured nurse who's been there since for years and have gone from seeing patients, supporting her providers.

    and then gets opportunities to do operational strategic roles. Immediately, the one person I think of is Jessica Medavich. You've seen her become so successful because she's lived it. She's done the day to day. She's kept up with a group that's grown so much. And when you even watch their growth strategies, even through a partnership with KKR, she's been able to maintain and keep patient care a priority.

    And that also came through when we did our interview with Maria and Tom Molinaro as well. So I love those consulting concepts and they're desperately needed out there because these groups are growing so fast. And even the people that can run point on those there's you just listed call it eight different initiatives that are like critical when it comes to having a successful practice in having that culture within that goes out to the community as well.

    So I think that's gonna be a big emerging market that you just touched on. And I also think you're gonna see other, even nurses, if you will, that have been in this industry for a long time. Because I've even been approached by some and saying, hey, is this something do you think I could do in the future where I could help other practices out?

    Griffin Jones (22:48)

    I'll add to that, I think another expert comes from that RMA tree in terms of building new practices. put Lindsay McBain on that list for sure. And I don't want to too much, too much sunshine for RMA, but I think that someone that also came from that tree or just did work with them in the earlier days was Dwight Ryan. Maybe I've got that wrong. I know he did a lot of work with RMA of New York.

    Shawn A. Vincent (22:58)

    Absolutely.

    Yeah, no, you're right.

    Griffin Jones (23:17)

    But MedTech

    Shawn A. Vincent (23:17)

    Yeah.

    Griffin Jones (23:18)

    is one of those groups that I put on the list of that's one of the people and firms that clinics go to when they're building a lab for the first time. And they have been for a really long time. It's like the blue chip for lab building. And maybe that space gets a little bit more competition. Maybe there's more people trying to do that coming in. I think that they'll have big shoes to

    to try to replicate because I think people really trust Dwight. Rita Gruber worked for them for a long time and she was awesome and people just trust them implicitly. When you're building a lab, that's really what you need. You need to know that these are people that have done this so many times before. They've run into all the mistakes and we're not taking guesses with people that this is only their fourth or fifth time doing this. They've done it several times a year for the last.

    Shawn A. Vincent (23:51)

    Yes.

    Griffin Jones (24:14)

    many, years. And I think that they're among the people that trust the

    Shawn A. Vincent (24:20)

    I couldn't agree more Griffin. He's on my speed dial list. If anything falls under the lab utilization or anything like in his sweet spot, I certainly always reach out to him. He's so busy with all the different things that he's doing, but if I can, I try to set up a call with him and I certainly try to get his expertise. He's definitely on the list for sure.

    Griffin Jones (24:40)

    What else do you see happening in this category that you think people need to be paying attention to this year?

    Shawn A. Vincent (24:45)

    I just think it's going to be, it's going to be a big shift on still continuing to just focus on the patient care. We're seeing so many changes. We're seeing so many growth strategies that are kind of hopefully perhaps settling down. I just think that it's all going to revolve around helping access to care. How many times did we hear that in 2025? I think there's going to be so many groups that are trying. I, there's a lot of those out there that help with the access to care. I'm hoping that some of those kind of merge together.

    so that we can kind of unite them.

    Griffin Jones (25:16)

    Are you talking about

    that like patient journey automation kind of category, like the digital clinic, patient concierge, the

    Shawn A. Vincent (25:23)

    Yes, absolutely.

    There's so many of those that are coming to me and there's also so many products that are like, hey, we can do this at home. We can do this at home, but we can't do this. So I just feel like there's a lot of silos right now. And the advice I give to lot of the companies that present to me, it's like, could you maybe partner with a platform or could you also partner with this group? Maybe lower the egos a little bit, bring three great products together and have one good product.

    and then bring that to a bigger group and try to solve a couple of solutions with a really good platform.

    Griffin Jones (25:57)

    You think there's too many point solutions?

    Shawn A. Vincent (26:00)

    If I were a provider or a group, I would be yes. I mean, it's the market we're in. We're in a group that's exploding with all this innovation. Like you said, AI, but there's so many other things too. I just think that it's great for all the attention that our group's getting and it's fun to watch. And it's exciting for me who went our journey. I have two great kids from fertility. So it's personal to me to see all the benefits, but I just think there's so many. I don't even know how

    providers are dealing with it. I'm noticing in some groups, they're creating, I'm sure you've seen this, they're creating a new role for some of these groups to have a person that manages all these new presentations, concepts, partnerships, and it makes sense because there's so many of them. How do you go through all of them and identify which ones you're going to partner with? We've seen that with US Fertility, IVI RMA First Fertility, and others, you know.

    Griffin Jones (26:57)

    our best job to make it as easy for those folks as possible as we start to build out data.insidereproductivehealth.com as we start to categorize this, building it into a relational database. We're not doing it overnight. We're doing it at a pace that makes sense for our company, our size, but these are the types of things that we're trying to map out and we appreciate you coming on to give us a little color commentary over it. Thanks, Shawn.

    Shawn A. Vincent (27:13)

    Yeah.

    It's a pleasure being on. I appreciate all you're doing.

    Griffin Jones (27:28)

    Here's a group that maybe you don't know about that you should. IVF service. Have ever heard of them?

    They do preventative maintenance, they do repair and service of IVF lab equipment.

    They relocate equipment, disassemble it, package it, relocate it, unpack it, reassemble it, install it.

    all according to the equipment certification.

    Who would have thought?

    That's a business.

    And yet if you work in our field...

    You're thinking, yeah, of course. Because who would you want to do that?

    other than people that do that for a living. That is ultra sub specialized. I gotta meet these guys. Who's their president? Looks like Matt Haley. I gotta meet Matt. That is a cool.

    idea for a business. I bet a lot of you can take advantage of that. It's called Nationwide IVF Service, but they have this lab called the Gene Perti Calibration Lab. You know who Gene Perti is.

    It's a controlled environment and that's where they calibrate all the equipment that they use.

    to make sure they can trace all their measurements back to national and international standards.

    like those used by National Institute of Standards and Technology. I bet a lot of you didn't know that. I a lot of you were going to be calling them.

    Some of you have also told me about EverSana.

    They have a donor eligibility system. It's an automated web-based platform. It assists in donor eligibility determination.

    So if you're an egg bank, a sperm bank.

    third party agency.

    according to the source that's referenced in the State of Professional Services report.

    They've had 120 plus successful FDA inspections. They've been doing this for 15 years.

    And they say it saves 60 % in cost and 40 % in time.

    So if you're trying to grow your third party program, you probably want to read about Eversana's donor eligibility system.

    These professional service experts should be in your Rolodex. Luckily, you can just go to data.insidereproductivehealth.com, go to the professional services category. They're all right there for you.

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280 Transparency Now. Pricing Demands From Patients, Payors, and IVF Centers. Bret Anderson. Shruti Sood. Heather Stark

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


Patients want clearer pricing, clinics want operational sustainability, managed care wants predictable cost control…

…and everyone wants more transparency.

This episode centers on the groundbreaking Journal of Assisted Reproduction and Genetics (JARG) paper on Activity-Based Costing in IVF and what it actually costs.

We’re joined by Pinnacle CFO Shruti Sood, The Fertility Partners CEO Heather Stark, and Chartis Partner Bret Anderson to discuss:

  • Why IVF costs have not been accurately accounted for

  • How activity-based costing could reshape pricing models

  • The real impact of payer consolidation

  • Where clinics confuse capacity problems with volume problems

  • Whether different prognosis patients should be priced differently

  • How managed care pressure will change IVF economics


Are Your IVF Lab Costs Hiding in Plain Sight?
Finally — a Promising Framework to Expose the True Economics of IVF Operations

For years, the real costs of IVF have been obscured by traditional accounting methods that can’t capture the complexity of biological inputs, skilled labor, and capital utilization. The result? An opaque view of efficiency, scalability, and profitability.

This groundbreaking Journal of Assisted Reproduction and Genetics (JARG) paper, introduces Activity-Based Costing (ABC) — a transparent, accounting model revealing how leading fertility centers can:

  • Uncover hidden cost drivers across procedures

  • Scale operations while maintaining quality of care

  • Project true per-cycle costs with evidence-based precision

  • Optimize resource allocation for sustainable growth

Provided by Conceivable Life Sciences, this paper is a must-read for IVF executives, lab directors, and investors seeking clarity in a rapidly consolidating field.

Discover how ABC can transform your understanding of IVF economics — and your bottom line.

Download the JARG paper here to see how leading clinics will redefine efficiency and transparency.

  • Shruti Sood (00:00)

    I think what we need today is more clarity. Does an IVF cycle includes the testing of the embryos? Does this cycle package that we are offering includes the medications? And what all actually goes in?


    from whether the diagnostic testing done before we start an IVF cycle is included in it. So I'm sorry to say the answer is not as simple as giving you a number, whether it cost a 5,000 or a 10,000 because it varies upon the patient that walks in the door.


    Griffin Jones (00:36)

    What do we want? Transparency. When do we want it? Well, they definitely want it now.


    But my guess point of view...


    that transparency something different fertility centers.


    than it does to IVF patients.


    and even to different populations.


    of fertility patients.


    informing part of this discussion.


    is a paper called Activity-Based Costing in a framework for transparency and operational scaling of fertility services.


    And my guests saw things from that paper.


    that inform their view how fertility services will be priced and how they'll respond to the pressures.


    coming from increased managed care.


    Shruti Sood now Chief Financial Officer at Pinnacle.


    It's been five or six years.


    that she's been in the accounting, finance side of the fertility space.


    She talks about areas where care has increased to 90%.


    She talks about the decrease of reimbursements, that's simply coming from pair consolidation.


    They're not even using activity-based costing as a lever yet.


    She talks about how.


    in six months since Pinnacle has implemented.


    their own electronic witnessing program.


    the decrease in embryologist time and was previously being wasted.


    She's joined by Heather Stark, Chief Executive Officer at the Fertility Partners, the largest fertility center network in Canada.


    also has a presence in the United States.


    She gives us an update.


    on both provincial mandates.


    and employer sponsored managed care.


    to me for all the people.


    longing for the good old days of self-pay.


    My impression is that it's still very much alive in Canada.


    But to Heather's point, maybe not for too much longer.


    talks about the investments.


    being made in technology.


    and where she's seen confusing capacity problems for volume problems.


    And then we've got Bret Anderson.


    whose partner


    at a healthcare technology strategy firm called Chartis


    talks about the standardization.


    necessary reliably predict and control costs still increasing quality.


    I ask each of them to weigh in on a friendly Steve Rooks and Dr. David Sable had an Inside Reproductive Health post.


    about the viability of different pricing.


    for different prognosis patients.


    You should all see this paper for yourself. You can download it.


    Unconceivable Life Sciences website, you can download it.


    on Inside Reproductive Health's where you found this podcast or our email where you found this podcast.


    And if you're not there, just Google activity-based costing in IVF,


    Journal of Assisted Reproduction in Genetics.


    It will make you we have not been accounting for IVF costs accurately. Enjoy.


    Griffin Jones (04:11)

    Mr. Anderson, Bret, Ms. Sood Shruti, Ms. Stark, Heather, welcome to all of you to the Inside Reproductive Health podcast.


    Heather Stark (04:18)

    Thank you. ⁓


    Bret Anderson (04:19)

    Great to be here.


    Shruti Sood (04:20)

    Nice to be here.


    Griffin Jones (04:21)

    for a surprise free casual conversation of today's interview. Shruti how much does an IVF cycle cost?


    Shruti Sood (04:28)

    I'm glad you are questioning it Griffin, but I'm sorry to say the answer is not simple. The cost varies very different. It varies from what all is being included in an IVF cycle. And the question that I would ask is that I think what we need today is more clarity. Does an IVF cycle includes the testing of the embryos? Does this cycle package that we are offering includes the medications? And what all actually goes in?


    from whether the diagnostic testing done before we start an IVF cycle is included in it. So I'm sorry to say the answer is not as simple as giving you a number, whether it cost a 5,000 or a 10,000 because it varies upon the patient that walks in the door.


    Griffin Jones (05:09)

    Shruti, you got to be honest. nobody else is listening. It's just you and me here. Did you think about it in those terms before you read Rook's and Alejandro and Alan's paper? Or did that change your thinking?


    Shruti Sood (05:13)

    Yes.


    I would say that it did add on to another tool in my toolbox of how I look at costing at IVF cycle. And the reason why I say that is because this is going to be my sixth year starting in the fertility space, working in fertility space. And I've seen that cost undergo a huge change in the last five years. Because when we see a cost from a very traditional IVF clinic that was sort of like a mom and pop shop.


    to now when we are seeing what happens when there is data to guide our decisions about the costing in a lab space and comparing it to a small lab space versus another. And it's not just about the area of the lab or the capacity. It's about the equipments that we have, the technological advancement, about the skill set of the embryologists that work in a lab or that are in the clinic providing the services to the patients. It has gone huge.


    But the answer to your question, I don't think I answered it clearly. Yes, it did change a little bit from what I knew about it five years ago to where we are today.


    Griffin Jones (06:29)

    We'll talk a little bit more about those changes. But what's your interest been in this? Because you are partnered at technology strategy firms. So when I think of IVF costing, you know, I'm thinking of people that are used to dealing with managed care or finances and fertility clinic networks. How did you come into all this?


    Bret Anderson (06:49)

    Sure. So I've been involved with ⁓ technology consulting for hospitals, health systems, and other providers for over 20 years now. And we oftentimes will work with those providers to get a better sense of what their overall economics are on that microeconomic level so that they can identify where the different variations to Shruti's point, there are a lot of variations. You know, can't.


    predict what the actual cost is going to be for each of the individual patients that walk in through the clinic door. But at the same time, we have a good sense of the different span of different procedures, different types of testing that will be involved. And when you look at the different arrays, the different cohorts of patients, you start to see some different categories or some buckets of costs come into play. And I think what, to get to your earlier question, Griffin, around the paper and where I came into play is, you know, ⁓


    connecting with a few folks that I know on the Conceivable team, they were interested in my perspective on how that aligns when I work with health systems or private equity backed outfits and where they are seeing the opportunities for greater economic returns on those investments. Oftentimes, and I think we can all agree that over the last decade or so, there's been great advancements in the coverage levels for IBF. And I think that there has been probably an


    a greater focus on the revenue side and less so on the cost side. That's not to say that there hasn't been a focus on the cost side, but when we think about the economics of those investments, especially with so many private equity dollars flowing into IVF clinics over the last decade or so, I think that there has been a greater focus on expanding coverage. Now, what that tells me, having seen different, what I would consider to be some concierge type practices,


    or things that have varying levels of coverage, you tend to see a migration towards managed care. As you see an expansion, you know, above 50 % in some locales. live up in Boston, and so there is an insurance mandate for coverage here. And so you have insurance companies up here in Boston and other major metropolitan areas where there is insurance mandates, start to look at what is the actual cost of delivering some of this IVF care.


    in some of these bigger cohorts of patients. To Shruti's point, you're not going to be able to ⁓ index the actual reimbursement to each individual patient, but what's the average cost? And are there opportunities to gain efficiencies? Because that will largely be driven by the payers that are expanding coverage, driven by lot of employers that want to provide this for their employees, but at the same time, they want to do it most efficiently. So that's where I see the industry going over the next five years.


    We've been focusing over the last five to 10 on expansion of coverage. I think that the next five to 10 are going to be much more focused on the economics of the operating model and the care model that we deliver that care through.


    Griffin Jones (09:42)

    The premise of the paper, which is titled Activity-Based Costing in IVF, and it's a paper that was released in Jarg last year. Alejandro Chavez, Barriola, Steve Rooks, Giuseppe Silvestri, Alan Murray are the authors, is that IVF isn't one price unit. It is a compilation of work orders that can vary widely in cost depending on the number of retrieves.


    eggs that are retrieved, services that are added on such as Xixi and others, and that we haven't done a really good job of being able to account for how widely costs vary per embryo and per egg as those numbers range widely. Bret, is that true in most areas of healthcare or is IVF a little behind in this regard?


    Bret Anderson (10:34)

    You know, I think that overall in healthcare, because I have ⁓ a broader view of the healthcare delivery landscape beyond IVF, and I think that's where the conceivable team wanted my perspective on where IVF is now and where some of those opportunities for improvement are. You know, I won't say that the rest of the delivery landscape has got that solved, but I will say that there has been a greater focus on activity-based costing and getting a better handle on those economics.


    As there have been things driven largely by the payers of migrating care, for example, knee and hip replacements, the outpatient setting. For those health systems that recognize that payers are now demanding that to happen and providing less and less reimbursement than the traditional hospital setting for those procedures, they're now thinking to themselves, how do I make the economics work? Because I don't want to lose the volume of those orthopedic patients.


    And now I have to be thinking to myself, what is the average cost for every additional minute of operating time in an ambulatory surgery center compared to the hospital? How do my overhead costs change? How do the marginal costs for each individual procedure change? What are my supply costs looking like? And is there significant variation? So what are the opportunities that hospitals and health systems that I oftentimes work with?


    have at their disposal to make these new economics work that they are now being put in this box, you know, largely from the payers that want to manage care in a more efficient way. How do they actually make that work? And so I think that this is going to be a new and emerging imperative for IVF to do a similar type approach over the next, like I said, five to 10 years. It's not going to happen overnight, but as you see greater and greater coverage levels and you have


    different payers have different pricing power in different markets, they will be driving much more efficiencies as they get greater clarity into what the actual economics and the costs are delivering this care.


    Griffin Jones (12:32)

    I want to talk more about managed care and ask Shruti some questions as those pairs force our hands. But first, Heather, how do you get your head around this as CEO? And do you feel like you have to get your head around as quickly being that your network, the Fertility Partners, is not exclusively but largely in Canada. ironically, there's not as much managed care in IVF in Canada yet.


    So is activity-based costing something that you got to worry about right now or does having more self-pay give you some more time?


    Heather Stark (13:06)

    Yeah, you know, the landscape is interesting in Canada, certainly because we have this, you know, private, largely private coverage, but the public landscape is evolving and it varies province to province across the country. And we operate coast to coast. So, you know, we think a lot about, you know, system design to be ready for that and to be able to manage that.


    care landscape as it evolves. And I think for TFP, you know, it is important that we understand and cost, sorry, understand cost in the system and about how we evolve our clinics.


    Griffin Jones (13:41)

    I don't want to take us too far down a rabbit hole, but give us a little bit of a state of Canada. So Ontario provides a certain amount of funding and they increased it by 25 % last year, is that right? And then Quebec used to have a lot of funding and then they, like 10 years ago or so, they slashed it to almost nothing. So where are the provinces at right now with regard to how much care is mandated?


    Heather Stark (14:07)

    Yeah, so it does vary across the country. So British Columbia is the newest to provide covered care and it provides the cost of a cycle. It is income scale. Alberta doesn't provide coverage at the provincial level. sorry, Saskatchewan and Manitoba have like tax credit level coverage for people.


    And in Ontario and Quebec, there is a cost per cycle coverage as well. And that has expanded with the Ontario fertility program most recently. And in the East Coast, there is some coverage as well. So it's evolving and it's important that we are engaged with these payers to help them understand the cost for care so that it is managed responsibly across the various providers in the landscape.


    Griffin Jones (14:54)

    So there's no province in Canada though that's at the level of like a Massachusetts where sometimes you're paying for five IVF cycles and nothing like that.


    Heather Stark (15:04)

    No, nothing like that. there's been discussion of sort of federally mandated coverage for that as well. But it's a, I would say, rapidly evolving landscape and one that, you know, we need to be a voice at the table to make sure that the care that's provided isn't squeezed by this cost constraint of a covered cycle. And remembering, of course, that our patients move through cycles over time. You know, our goal at TFP, and I think with all of us in the industry is


    It's family completion. It doesn't start and stop with one cycle. So making sure that we can provide great care to our patients and that care isn't just limited to this one potentially paid for cycle by government. In Canada, it's something that evolves with the patient over time. And we need to make sure that we understand costs deeply so that we can provide that great care and not squeeze patients, squeeze staff.


    and squeeze margins at end of the day.


    Griffin Jones (16:00)

    How much has the penetration of carve outs like progeny, carrot, maven, advanced like in a place like Alberta where there's no provincial care, how much insurance coverage or carve out coverage are you seeing from like the average patient in Calgary or something? Because I'm thinking of a place like Atlanta, there's no mandate in Georgia, but I truly would know better than I did. But I would bet like 60 plus percent of the patients in Atlanta have some kind of coverage from


    their employers because it's so metropolitan and because employer coverage has become so pervasive. How close are we to that in Canada?


    Heather Stark (16:37)

    I think so in Canada, we don't have that same mandated coverage. And so we don't.


    Griffin Jones (16:44)

    No, but I mean,


    so even like in places where there isn't a mandate just because the employers are deciding because they want to retain employees or recruit them, they'll use progeny or something. They'll offer it as a benefit. So are we seeing companies do that in the absence of a mandate or still not a lot?


    Heather Stark (17:04)

    So I think we're seeing a shift in this and an evolution in the coverage of this.


    because of the landscape that we operate in, the data and information even about that coverage isn't widely known because you don't have a mandate. So it's not something where like in certain states, you're direct billing, in Canada, the patient is privately paying and then seeking that coverage. So the data and sort of nuance of coverage isn't widely known, I would say.


    Griffin Jones (17:37)

    Shruti, I imagine that's been one of the biggest changes that you've seen in six years. Talk about how managed care has impacted how IVF centers need to account for cost and.


    Shruti Sood (17:48)

    Right. So what we are, glad to say that at Pinnacle, what we saw, we saw this coming five years ago. Back in 2022, what we focused was on how to actually do the mechanics of the clinics, how to make it operate at a very efficient level, because we did see this margin compression coming. We want this, we did see this access to care getting better over the years. We have just now seen that January 1st, 2026,


    California, the largest state in the country, has actually become a mandated state. So we did see this coming, which is actually great news for fertility access in the country, where we can now see more volume coming through our doors. But that also means that we actually need to look at our cost, not just from the traditional cost perspective, but from all the cost levers, whether it's from the labor side, from capital investment, and actual...


    operational changes that needs to be made in the clinic where we can work and be as nimble as the right now the IVF industry is to actually take in more volume, work with the payers because we are seeing this mandated managed care access change a lot. Like compared to Canada, I was listening to Heather, in a state like Illinois, it's 90%.


    in a state like Washington, which is not even a mandated state, but because of the employer providing fertility, it acts like a mandated state because 90 % of the employers do provide fertility coverage. So we did see that coming. And to your point, I think for the next five or 10 years, this activity-based costing is actually very important and should be one of the tools, not the only tool, I would be very clear about that, but should be one of the tools.


    that should be taken into account when we are looking at strategic decisions, including pricing.


    Griffin Jones (19:45)

    How have reimbursements changed over that time, Shruti?


    Shruti Sood (19:48)

    The reimbursements have changed in the sense that when we look at progenies of the world, they are providing better coverage. But yes, we are also seeing employers change their payers, their fertility coverage, because they are getting more nuance like, okay, should we be providing three benefit cycles, or three IVF cycles versus one IVF cycle? So we are seeing that reimbursement actually go a little bit down. So like I talked about, we are seeing that margin compression.


    I grows more and more, becomes more, I guess, I think the right word I'm looking at is becoming more prominent in healthcare. It was largely a self care and now it is becoming more and more like hospitals and other healthcare industries work, yes.


    Griffin Jones (20:33)

    And have they been using activity-based costing to compress the margins or the margins are just compressing by virtue of them having more buying power?


    Shruti Sood (20:42)

    That's what this is the latter. The margins are being compressed because of that. Yes.


    Griffin Jones (20:47)

    So they're not even using activity based costing yet. I imagine they will. Nobody said nobody sent this progeny. Nobody sent this paper to the insurance companies because I think they might. mean, truly do you envision a world where they say, OK, we're not going to pay the average of what it cost a clinic to or excuse me, we're going to pay the average. We're not going to pay what it might cost a clinic to retrieve 40 eggs because that cost is very, very different from


    ⁓ retrieving a patient who has eight eggs. And so whatever the average is, that's what we're going to pay. Do you do see them doing that in the not too distant future?


    Shruti Sood (21:27)

    I don't want to say I don't think I can speak on behalf of the insurance companies. I wish I could. And I hope there if they are listening, I think the the one issue that we face and we are working towards in our clinics is the lack of data, the lack of data that the insurance company doesn't have today from the fertility care from the fertility centers in the country to get what is a cost of the cycle to get what because


    that varies so much with the labor skill set of the labs and everything else in the market that they don't have this, we don't have all of the data with us. So I think one of the issues that I think it does talk about in the white paper as well, which I'm glad it does is that data is our friend. Data should be used to guide these decisions. I don't know if it is guiding these decisions currently with the insurance pairs, but I do hope it does.


    Griffin Jones (22:17)

    Did you perceive a lack of data when you entered the fertility field, Heather? Because now the CEO of Fertility Partners, you're crafting a vision of what that's going to look like. But you were the CFO of a not too tiny company called Weight Watchers for a not too little while, if I'm not mistaken. so maybe I'm assuming too much and giving Weight Watchers too much credit. But I'll operate on your assumption that you had all kinds of data.


    Did you find when you entered the fertility space, I'm trying to make this vision, so I want to do this, but I can't believe that I don't even have these kind of numbers in front of me or what have you been learning?


    Heather Stark (22:58)

    I think there's two ways to tackle the data question. We are incredibly data rich ⁓ within our space in isolation, within our own environment. So within TFP, I find myself very data rich. It's figuring out how to leverage that data really responsibly to make great decisions with that data. And something like this white paper, I think it's really important that we're thinking about


    you know, using costing as a flashlight on cost and, you know, to Shruti's point, like, it's not the single tool. It's something that we can use really responsibly, use it to unlock, you know, how we use talent and technology and where we invest and so forth. And the bigger data challenge, the second part to that is, you know, publicly accessible data. It's just, it's really challenging. And I find that, you know, from a,


    patient advocacy perspective, it's really important that we get consistent data. It's different in Canada than it is in the US, pregnancy rates and so forth. They're not as commonly or consistently reported. yeah, sure. Yeah, yeah, yeah, it might be. But anyway, ideally, you want to unlock blind spots with data.


    Griffin Jones (24:03)

    Well, we don't know if they will be in the US anymore now with the CDC slashing anyway, so we might be on the same page now.


    Heather Stark (24:18)

    And I really think about how do we leverage it to create better system thinking. There's just so much we can do with data. like TFP, we're relatively new. I think we're six years in now at this point. And we scaled really quickly. Our wait times increased. Our labs felt strained. Our instincts, as I understand it, I wasn't there then.


    But the instincts were like hire more, buy more. But with data, you can map the work. You can figure out that the constraints aren't volume, it's flow, like figuring out that workflow design and making targeted investments where they're needed. you know, your capacity problems can often look like volume problems, but they're really flow problems. So I think with the data, this paper, you really can...


    force yourself to look at the data and see the work, not just the totals and the component parts of the work. And as I said, shine a flashlight on a problem and use it as a tool to solve.


    Griffin Jones (25:22)

    Right, you seen that phenomena that capacity problems look like volume problems and what solves for that?


    Bret Anderson (25:29)

    Absolutely. Heather's bringing up a great point and something that I would also just caveat the white paper, which brings a tremendous amount of value. I recognize that there are a lot of IVF clinics out there where the economics may not be the exact same. There's going to be different fully loaded burden rates of labor, especially in some of the more expensive ⁓ markets like Boston. But I think that the overall directional lessons that I took away from it are one,


    know, IVF clinics should get to a point, operationally speaking, where they are standardized enough in a lot of their major processes. Recognizing to Shruti's earlier point, there's going to be a little bit of variation, but you want to reduce the unwarranted variation as much as possible so you can shine this flashlight on them and you can uncover where those different variations exist in your operations and you know, what is actually going to be value add at the end of the day. So


    When Shruti is talking about, you know, a lot of employers are, you know, expanding access and, whether or not there's a mandate in a certain state or even in a different province in Canada, I definitely see that. I think employers as well as managed care companies, insurance companies, they want value out of this. And as providers, you can't provide back to them a clear sense of what that value is until you've standardized many of those processes. And you can actually say,


    Here's what an average cost is getting back to your original question. And here's what we do. Here are the levers that we pull to try to drive that down. Things that we know, if we minimize the variation in our supply spend, because some clinics are getting charged twice as much for the same Petri dish as somebody else, you want to be able to make sure that those avoidable cost incurrences are managed. I think the other thing that the paper did is that what


    what standardization does to some degree is open up the opportunities for greater scale. Now you can't wave your magic wand and say that that's gonna happen overnight, but you can easily scale something that you don't already have standardized and know what it looks like. So you can understand what those resources are from a labor and a supply and equipment perspective are. You can imagine, when you look at,


    I know that there was some narrative around thinking about this as a manufacturing line. There are no scaling plans for Bentley or Rolls Royce because they do so much of their manufacturing of those vehicles by hand and manual processes. And that's part of their value proposition. But there's clearly a market for those that want those vehicles at a lower price point. But you need to be able to create a standardized assembly line


    recognizing there's still going to be variation in the options you put in the vehicle, the colors you paint on it at the end of the day. But the vast majority of that process is still standardized. And it also helps you avoid variations in quality. That's one of the big things that I'm seeing with a lot of my hospital and health system clients is that they are trying to standardize as many of the care pathways as they can. For those that have IVF clinics, that includes them.


    so that they can identify where patients fly off the rails from those care pathways and they can do things just like Toyota does in their production model that has gotten a lot of notoriety over the last few decades about its quality improvement. They have kept that quality high because they know exactly where the assembly line breaks down. And hospitals and health systems, would probably point to Virginia Mason out in Seattle has been great at this. They were embracing the Toyota production model.


    and applying that to a lot of their care pathways and identifying where some of that variation was and being able to really drive up and maintain high quality as a result. So I think that that's something that when I'm an employer or a managed care company, I want to know who have the better outcomes and who are maintaining it through a very systematic and standardized process.


    Griffin Jones (29:27)

    Have you checked out much of conceivables or a machine? How much standardization do you think that will bring to IVF? And is it quite a bit or is there still a lot that needs to be solved for?


    Bret Anderson (29:44)

    I think that it makes a significant move in the right direction. Will it solve for all the different standardization, you know, variation out there? No, but I think that it certainly moves things, you know, in the right direction. And I also see this as being reflective of a broader trend in lab and pathology where you have so much automation now integrated. I know in the paper there was


    the call out of blood testing and LabCorp and Quest Diagnostics are using robotics left and right. And it's driving down the cost for our typical blood panels and even some cancer diagnostics. I know that there's some trepidation about integrating ⁓ robotics into what can be a very deeply personal care experience in IVF, but I would also say that we're introducing it in things like cancer diagnostics and


    trying to perpetuate our life and not just create it. So, you know, where robotics come into play, I think are great for achieving greater scale and access, driving down the costs. But at the end of the day, I see a tremendous upside value in minimizing the clinical quality variation that are just, it's inherent with human operators. That's not to say that we shouldn't have humans in the loop, but let's redefine what that operating and care model is.


    so that we best deploy those embryologists that we already know that they're at a staffing shortage across the country and across the world so that we can best use them at scale and in conjunction with the robotics and the technology that's now coming online.


    Griffin Jones (31:15)

    Shruti, you're nodding your head.


    Shruti Sood (31:17)

    Yes, I definitely agree with everything that Bret just said that we have seen so much technological investment in the IVF, you know, the success rate in the last 30 years. Now we need to see the same technological advancement in outside the outside patient care in terms of whether it's in the clinic operations, in lab operations, and standardization is the key. We don't want again as a non medical provider. I what I'm looking at is


    what the best in class lab, lab embryologist, physicians, what they agree with. But as long as they're working on the same standards, they are using the same supplies, that is when you can actually compare the data. And you know you're comparing apples to apples. And that is when you can see, okay, if I have a lab on one coast of the country doing the same volume with, let's say, ⁓ X number of incubators, why does a lab...


    doing less half the volume of this asking for more incubators. And that is when you get the two labs together, have them collaborate and self-solve the issue without us or non-medical people getting involved. It's the idea that when we have seen so much advancement in the IVF success rate, let's use the technology for outside the patient care. Let's use it in the clinic operations. Let's use it in scheduling of the resources.


    and so that we can actually be very efficient in our costing.


    Griffin Jones (32:46)

    This is not a rhetorical question and it's for whoever wants to take it. Can you reduce activity-based costing? Can you even truly figure out activity-based costing and then reduce it without first standardizing operating procedures across labs?


    Bret Anderson (33:03)

    I think you can do it, Griffin, but it's going to minimize the impact that it's going to have on the cost levers that you want to pull as a result. So what I mean by that is you can do an ABC process at your different clinics that have wildly different processes for the same cohort of patients. But what that's going to minimize your ability to do if you're looking at it as like a network strategy move.


    you're going to have to have a tailored approach, a different roadmap of activities for each one. And I think that that's going to take an exceedingly long time to actually achieve any sort of economies of scale that you would otherwise get from, you know, the standardization of those processes. And I think it's, you know, what we typically ascribe in our hospital and the health system context is you want to be able to standardize


    You want to be able to centralize before you optimize because the optimization needs to come at much more of the system level. And you don't want to have a distributed strategic plan and roadmap for each individual clinic, because that's going to be very cumbersome to manage. And it's, you're just not going to be able to implement and execute to the same degree. If it was much more standardized across the clinics and as Shruti's point, you know, she brought up a great example of, you know, being able to share best practices.


    You want this to be a team-based environment across your clinics where they are sharing how they're doing things differently and sharing innovations. mean, we should be continuously looking to improve, but if we're all at different starting points, it's going to be very difficult to scale those innovations across those clinic sites.


    Shruti Sood (34:25)

    Love you.


    And Bret, to add to that, to get the buy-in. If you don't, you you want these people who aren't actually providing these services to actually be bought in. And the only way to buy them in is if it's collaborative, if it's not just pressed upon them. I think that's the very key aspect as well.


    Bret Anderson (34:55)

    completely agree.


    Absolutely.


    Heather Stark (35:00)

    It's


    important to from the network perspective to make sure you're like, obviously, we're providing that connectivity point to sure these point. But you know, it's about providing shared infrastructure and shared learning and targeted investment that we can do with the expansion of all this information, but really importantly, not to flatten that.


    Shruti Sood (35:05)

    you


    Heather Stark (35:18)

    like clinical nuance that exists. We've got different patient populations, like the payer landscape, like we talked about earlier, is different. We've got different scales of clinics. And I think it's just important that we're shining this light on studying variation and driving it to, you know, leverage it, like learn across from studying that variation.


    Griffin Jones (35:38)

    glad you brought up different patient populations, Heather, because one of the patient populations that the paper discussed was egg freezing patients. And I imagine that egg freezing has to be somewhere in your vision for TFPA. And maybe it's something you haven't gotten to yet. But what have you been thinking about it so far? Where do fertility networks need to go with regard to egg freezing?


    Heather Stark (36:02)

    You know, this is an interesting next evolution. I think it's an important one because it tackles that very problem that drives so much of our demand, which is people waiting so long in their fertility journeys. So yeah, you know, this is obviously an expansion point for the business and making sure that our patient population as it evolves.


    is aware of these services and is aware of the ability to preserve your fertility and get ahead of it. an interesting next evolution and important for us to understand even in the context of the lifetime value of a patient and how we serve them over their lifetime because they may come to us for fertility preservation early on in their life and then come back to us for


    how to use that egg that they've preserved over time. Obviously, they need help using it. So yeah, I think it's just an interesting next evolution and definitely on the radar of things that we need to understand.


    Griffin Jones (37:00)

    Jason Barrett, the Chief Scientific Officer of KindBody felt very strongly that the price of egg freezing needs to come down a lot on the front end. activity based costing reveals that because it doesn't cost a lot on the front end relative to other procedures in the IVF lab and that by bringing it down more, get people in more, they are gonna pay more on the back end because that's where a lot of the cost is realized.


    But in many cases, it's still going to be less expensive for them if they're not then having to use a donor. so you might say I need more time to know how viable it is, but your gut instinct, what you've seen so far, do you think that's viable that centers are gonna be able to do that in the near future, dramatically reduce the price of egg freezing or is there not the appetite for that yet?


    Heather Stark (37:53)

    I think that you should be thinking about pricing for that in terms of what it is in the service you're actually providing. You could bundle it with a service later in life for the patient, or you could have it as a discrete service as well. understanding what the costs are that go into that, you should be able to provide them with a reasonable cost. There's also the cryo that comes along with that. Obviously, you've got to preserve the specimens over time.


    Shruti Sood (37:59)

    you


    Griffin Jones (38:20)

    So would have to


    charge for that separately, right? But you could still really bring down the cost of just like the retrieval.


    Heather Stark (38:27)

    Yeah,


    well, and I think the pricing models vary across landscapes. And, you know, it isn't the price of a full IVF cycle, obviously, it is a piece of that. But yeah, I think patients deserve pricing clarity. And we should think about how to put it in front of them in a...


    palatable way but also one that makes sense and also one that makes sense for us as a business with with an appropriate margin like margin and healthcare does matter so that we can continue to invest in it and invest in the talent and technology that we need to to scale our businesses.


    Griffin Jones (39:02)

    Shruti, what do you see for the potential for egg freezing?


    Shruti Sood (39:05)

    I do see that yes, there is definitely potential. don't know if it's going to be dramatic, but what I do want to add on, like what Heather said was, it's the transparency. Today's patients want transparency more than the reduction in price. And transparency can mean different things for different people. A transparency for a patient that's coming for egg fries freezing cycle can be just like, give me the details and I'm good with it and I want the details. But then a transparency for another patient would be


    I want a package bundled pricing. I want to pay for one all set. what is it that, know, like to your point Griffin, you were asking like there may be clinics that are advertising very low cost IVF cycles, but then I hate to say it's devil is in the details. They are not telling us everything that is not part of that low cost cycle. That is the medication included. Same for egg freezing. I can say, ⁓ I have a very dramatically reduced egg freezing price and not include.


    the medication's cost in it, or not clearly specify is the first year storage fees included or not, and is that going to come in the back end. So I think from what I see from the finance side and what this white paper does a good job at is the transparency. Activity-based costing does that. So that is why I really do like this tool, that it shines light on all the aspects of the costing that should be taken into account, because once we are transparent on the cost,


    we can be transparent in our pricing to our patients and they don't feel like, why is this clinic offering me a certain price versus this clinic offering the same packages because they're not actually comparing apples to apples in this case. So for, I, when I.


    Griffin Jones (40:40)

    Am I


    inferring too much Rudy that transparency means something different to the people performing the service that it means to the people receiving the service so in other words itemizing Costs might not be as important to the patients It sounds like it's very important to the center because they need to know how much things actually cost and that's why activity-based costing is so important


    but what the patient cares about is in a car dealership, it's called the OTD price, the out the door price. So when I go into a car dealer, I'm not playing around with them. I'm just like, me the OTD. I don't want to hear about monthly payments. don't want to hear about this is what it would be if you financed and this is the OTD price is what the vehicle costs, including taxes and fees. And then I'm negotiating off of that. so am I inferring too much, Shruti?


    Shruti Sood (41:29)

    Right. I don't think.


    Griffin Jones (41:29)

    thinking that that transparent


    means different things for the center and for the patient.


    Shruti Sood (41:34)

    That is absolutely correct, Riff. And you're thinking about it the right way. And what I also want to say is this, transparency means different for different patients. For some patients, do want to know, they just don't want to know the out of the door price. They do want to know the details. They want to know at what stage, how much is it going to cost? And that's what gives them comfort. Versus a patient saying, give me all of it, like I don't want to have any surprises in the end. So.


    That's what I mean as we have to meet our patients where they are in their journey. And that could mean very different transparency.


    Heather Stark (42:06)

    I think we're in an environment too with, know, patients have access to so much information. Like there's just such a flood of information and they're searching for answers and responsible transparency means, you know, for us as providers, understanding what drives cost underneath. So our pricing can be defensible, but you know, really importantly, we're expanding access without eroding quality, like understanding those component parts. I think about like,


    know, payer pricing squeezes for us as we operate in different markets across the country, we want to make sure that we can meet the payer demands without eroding quality. And I just think it's so important. And then transparency in the marketplace itself so that, you know, patients can understand what is in the underlying price. you know, you don't want to distort things and you want to make sure that you're not eroding quality as well ⁓ as your


    peeling the onion of cost within the center itself.


    Griffin Jones (43:02)

    Do you all think that it will be possible to replicate that quality and reduce each of those line item costs without robotics? Conceivable and or they might have the the the lead now, but I'm talking about robotics in general. think to your point, Bret, of sure, if you want to spend 400 grand on a Rolls Royce, somebody will put it together by hand for you. But for those people that need a thirty five thousand dollar Camry, Toyota is not


    doing that just by hand. There's a ton of robotics involved and way more than there was five years ago, way more than there was 10 years ago. How necessary is robotics going to be to do this and how quickly do you see it happening?


    Bret Anderson (43:47)

    I see it happening more and more over the next five to 10 years. Again, it's not going to happen overnight, but I just don't see, when I look at the care and operating model and what goes into it, the ABC paper did a great job of just unpacking all those different costs. There's only so much more we can ask of our embryologists in terms of productivity.


    There's only so much more we can drive down the costs at scale of some of the equipment, the supplies that go into these different procedures and processes. And I think that a lot of hospitals, health systems, and other providers are looking to robotics as a way to fundamentally redefine who does what and how we're integrating new technologies to do the processes, to do the work, and how can we drive those transaction costs of those different processes as close to zero as possible.


    A lot of hospitals and health systems no longer employ written scribes, know, the people typing on a computer in an exam room because now we have ambient listening to do that. And, you know, I think that that drives down the overall marginal cost of each individual patient for the provider, you know, pretty significantly so that they are less burdened by the administrivia of delivering care. And I can envision


    that a lot of the processes that an embryologist and some of the staff that techs in a lab are asked to do, I'm sure that there are a number of things that they would much rather have a robot do because it offloads it from their shoulders. It allows them to focus on much more of the complex, the really interesting cases, if you will. And I think that there's still certainly a hands-on role for them in many regards. But it allows them to reduce the, you know,


    the non-critical thinking, the repetitive tasks that a lot of these labs have. And when you unlock those sorts of potentials with the robotics that don't get tired, that can do these repetitive tasks and that can do it at very high quality and limited variation, I think you really unlock ⁓ the potential not just for greater access that you can care for additional IVF cycles, but it's potentially a great engagement tool.


    provider satisfaction tool of the embryologists in your lab. They're now able to oversee a lot of these processes and to offload the kind of menial or repetitive tasks that they don't like doing about their job, but it's just been part and parcel to it for decades. And so how do we redefine these different processes within the lab to both get the scale that I think we all need to address the access challenges that we commonly see, the cost challenges certainly.


    but also allow for a greater and more engaging experience of the embryologists that we'll still continue to employ. I don't see a need for the embryologists going anywhere. I think that we just need to be deploying them better and more efficiently to take care of the access challenges that we have currently between the supply and demand mismatch we have across the country and across the world.


    Griffin Jones (46:42)

    Shruti, you're not an embryologist, you don't run a lab, but can you see from the numbers that you look at, my embryologists are still wasting time on this or this is still a wasted cost and what are those?


    Heather Stark (46:45)

    you you


    Shruti Sood (46:55)

    That is something that we do shine a light or go through closely. But again, there is more data needed that we are looking at to actually say,


    OK, is my embryologist still using time on administrative or repeated tasks that they don't need to? And again, like you said it correctly, I'm not an embryologist. I've never been in charge and responsible for a lab. So I can't speak to it. But the idea is that we


    are letting the embryologist also self-solve this. They are part of the decision-making. That is what I think I value at is that they are the specialist and the best in class and we want to empower our embryologists to actually take these decisions as well.


    Griffin Jones (47:39)

    You want them making the decisions and it sounds like there's still some more conclusive data you'd like to see before you said, okay, this is definitely a waste, but it sounds like you have a hunch and you're talking to your embryologist. Where do you think that administrative time is going? Or what do you think those specific administrative tasks are that you think, you know, this is costing us more money and it's not making them happy? What do you suspect that is so far?


    Shruti Sood (48:02)


    I think it changes. I don't have a number for you Griffin today because it has been changing in like in just the last six months. Like we introduced a lab and automated lab witnessing program that actually did count, it did reduce their number of hours. So it's changing from what it is today versus, you know, and I don't have the latest data with me, but yes, like I said, it's the industry is so nimble right now and we are ready to meet the patient demand. I think that.


    Griffin Jones (48:29)

    But that was


    so that was an area though that six months ago, it was costing more embryology time and then with witnessing now it's costing less. So it's a clear measure. Heather, the new CEOs, they'll always say, ask me in a year Griffin, after I've been on and but I'm the new person always sees something and you've been there a few months now, there's almost always something that they see right away. And when you said


    Shruti Sood (48:36)

    That's yes.


    Griffin Jones (48:54)

    Something to the effect of the capacity issues are often mistaken for volume issues or vice versa I'm paraphrasing what you said. I know you're thinking of something specific I know that there was something that you noticed pretty early on that you're like this is wasteful. What was it?


    Heather Stark (49:09)

    Yeah, it's a great question. you know, I love I actually moved from the the CFO role into the CEO role on my nine month anniversary, which wasn't lost on me what we do developing in nine months. Yeah, you know, I've had many aha moments, but you know, I bring it back here to


    Griffin Jones (49:21)

    Yeah. Poetic.


    Heather Stark (49:33)

    there's this this beautiful combination of talent and technology back to what Bret was saying, like, there's such human drivers to what we do. And if we can unlock them with great technology around them, I think there's something really interesting that can be built and sort of tying together the threads of information that we can drive in the cost base of cycles, understanding the real drivers of work.


    you can really understand how you can invest around the people, the great talent that we have ⁓ in this space to improve outcomes and improve their environment and reducing their long-term strain. So I think that, yeah, I think it's gonna be an interesting road ahead where we match technology innovation with talent.


    Griffin Jones (50:20)

    I want each of your opinions on how viable you'll think this will be in the future. So Inside Reproductive Health had a little poll about activity-based costing and it linked to this paper by Silvestri and Chavez Barriola and Rooks and Murray. And we just asked the question about


    should IVF cycles be priced by activity or flat fee. And it got a little bit of a debate going and Steve Rooks and Dr. David Sable had a very respectful back and forth about the viability of being able to charge different fees based on quality of embryos, number of eggs, number of embryos, the quality of each. Because if I'm not


    mistaking his argument and I'm paraphrasing it so people should go back and and and ask Steve Brooks about his argument to make sure I'm not mischaracterizing either his or sables but that effectively you're subsidizing poor responders with with with really good responders. It sounded like David Sable didn't think that was viable. What do you all think is possible or not for the not too distant future?


    Heather Stark (51:33)

    I on pricing I go back to like


    We can pull it apart, we can try to get granular, but I think patients are actually craving more simplicity in what they're finding than pulling it apart and pricing everything individually. And any of us can start competing on price or compete on price, I know people are. But I bring it back to building the systems, the systems that improve outcomes for our patients, importantly protect the teams, like the talent I was talking about.


    so important that they can deliver a great standard of care and that we're expanding access really responsibly. There's no shortage of demand here in our market and we need to be expanding that really responsibly and creating value along the way. So I go back to the simpler pricing models versus the pull it apart pricing models, but really digging into the system build.


    Shruti Sood (52:25)

    And yeah, I think going back to the same, would say that pricing should, I agree with the standard, the pricing should not be determined by the cost, like, you know, of the quality of the patients or the patient embryos. I think those are completely two different, you know, where we look, and pricing is not synonymous with costing. Again, costing is one of the drivers of the pricing.


    but there is much more that, you know, like Heather pointed about, about the system and the talent. I think that's where we need to be, you know, we need to focus on and be more transparent with our patients. think that's what, that is what will improve the access to fertility. Our patients are, they want access, they're asking for it and they, and we're moving in the right direction. And that's what I think the focus should be.


    Heather Stark (53:12)

    I think too, if you reduce it to a commodity, like all these component parts, you're going to get commodity behavior. You're going to get cost compression. You're going to get short-term optimization. You're going to get really fragile systems. So better to treat it like complex clinical infrastructure that it is designed differently around it and create that durable value around it.


    Griffin Jones (53:34)

    you feel the same way Bret you're to take a contrarian view


    Bret Anderson (53:37)

    Yeah, I agree with them. I think that there will still be variable pricing across patients, but it's going to be for a la carte services. It's going to be for PGT and, you know, some of the more predictable things that you can make decisions on and decide the value oriented with those different a la carte procedures and services. But I don't foresee at least in the next few years, there being a significant variation in pricing just based on the egg retrieval. And to your point, Griffin,


    subsidizing one group ⁓ across another because there's frankly, before the retrieval, there's not much as a patient you can do about that. So there's not much predictability. think Heather's point about wanting simplicity and that pricing is right on. And I also think that there's a significant opportunity across IVF clinics. We have touched on this already is from a standardization standpoint, there's other cost levers.


    to drive up margin and margin opportunities that we don't necessarily have to see and capitalize on just from variable pricing. I think that while there is elasticity in the costs associated with different egg count retrievals, I perceive greater opportunity in securing margin across IVF clinics from standardization of processes, driving down supply costs, achieving some economies of scale. And you don't really need to do that for variable pricing based on egg retrievals.


    Heather Stark (54:56)

    I think too, going back to the comments you're making earlier, Bret on like robotics and technology, it's cost is going to get so much more exponentially more interesting for all of us. ⁓ You know, and it's going to be what differentiates the clinics that we operate.


    Bret Anderson (55:07)

    Mm-hmm.


    Griffin Jones (55:10)

    Do say that because


    of managed care, Heather, and because of price compression or for other reasons?


    Heather Stark (55:15)

    Well, I think that it's going to come down to investments and innovation and technology and building great teams and all of this is going to come with a cost. And I think there's risks to optimizing costs or getting too nuanced in pricing in isolation. And we need to be thinking about linking cost visibility or pricing granularity to like outcomes and experience. like all of these things matter so much ⁓ and matter in sort of building defensible.


    systems that we can all scale responsibly. system builders are going to be different than cost enforcers in our market.


    Griffin Jones (55:54)

    I'd like to have each of the three of you back on individually to give you individual time to talk some more. I think Heather, we already have plans to invite you back on. You've given a little preview to what that's going to be like. Thank you to all three of you for coming on the program.

The Chartis Group
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The Fertility Partners
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Bret Anderson
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Shruti Sood
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Heather Stark
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279 Genetics. Diagnostics. Third Party IVF. Patient Finance. Category Deep Div3

 
 

No organization or individual mentioned or participating in this podcast reviewed or had editorial control over its content. Any sponsor-related information, where applicable, was considered by Inside Reproductive Health through its Business Intelligence Hub.


Clinics are feeling the pressure. 

And one year after the PGT class action lawsuits, the ripple effects are still unfolding.

We’re back with another Fertility Field Overview, and this one looks at what’s happening across patient finance, IVF benefits and third-party reproduction, genetics and diagnostics, and the evolving self-pay landscape.

We discuss:

  • Whether IVF benefits managers are helping clinics (or squeezing them)

  • Which lending institutions and loan programs are positioned to rise to the top

  • Why some say the third-party IVF experience is getting worse

  • What’s changed in genetics and diagnostics since the PGT lawsuits

  • How clinics are reducing workload through at-home testing solutions

  • How fertility compares to the broader self-pay healthcare market

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Diagnostics, Genetics, Third Party IVF, Patient Finance


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  • Griffin Jones (00:09)

    We're back at it with overviews. What's happening in four different categories in the fertility world with patient finance and IVF benefits, Third Party IVF, Genetics, Diagnostics. Progeny stock might be up, but fertility clinics are getting squeezed, are they adapting?What's happening in the rest of the self-pay world? How does the fertility field compare other segments of healthcare with regard to finance care?cWhich lending institutions and loan programs will rise to the top. Why is third party IVF experience been getting worse according to some, even though it's supposed to be getting better? Like the damn internet. And then I have a guest join me and add some color commentary on the state of fertility diagnostics and genetics. It's been a year since the PGT action lawsuits. What's been the result of that? And then, how are clinics reducing workload with at-home testing. Like Fellow. And our special guest shares what she thinks is really driving that. Enjoy.


    Griffin Jones (01:58)

    Look who's here. Dr. Shefali Shastri is here. Thanks for coming to help me provide some commentary on the state of category chef.


    Dr. Shefali Shastri (02:07)

    Hi Griff, it's great to see you, it's great to be here.


    Griffin Jones (02:10)

    Let's start with fertility diagnostics. The central theme of that state of report was that people are burnt out AF. That means nurses, providers, embryologists, they've got a ton of administrative burden on their plate. Care teams want at home testing to relieve them of some of that burden and managed care payers seem to be driving a lot of that. Let's start with people being burned out. When I'm at a conference, I like to ask people,


    I say, raise your hand if you feel completely underwater. And I'll ask that in rooms of doctors, nurses, embryologists, execs, business managers. How many people do you think have their hands down? Shef, virtually nobody, right? Everybody feels completely underwater. The report talks a little bit about nurses facing physical, emotional, mental exhaustion. ⁓


    Dr. Shefali Shastri (02:54)

    Their hands down? Yeah, no one.


    Griffin Jones (03:07)

    Michael Baker had shared some of the things that embryologists are going through. They're hard pressed for time already. They have a bunch of busy work on their plate. What are you seeing with regard to the different directions that people are being pulled in?


    Dr. Shefali Shastri (03:22)

    I mean, honestly, what I think is the way we practice fertility medicine today, it's not your mother's IVF. You know, what they did in the early 2000s was very different. And so, I mean, basic things, even just in terms of medications and the amount of medications and, you know, day three embryo transfers versus day five embryo transfers versus PGT, not doing PGT, counseling patients each step of the way and all these nuances, it's very different.


    practicing in 2025, 2026 than it was 20 years ago. A, all this technology was not available. And B, I don't think the patient awareness was there. Currently, everything is out there on the internet, on Reddit, on Google, reviews. And so how, as a practice, whether it's at the level of the nurses, the patient services people, the physicians, the embryologists,


    How do you keep up with that constant information ⁓ seeking? And so I think that's what makes it so difficult, the complexity of the medicine, along with all of that's sort of the need and the desire to know ASAP. People are expected to be available immediately. It's like texting. We thought we were helping our practice by putting together these, developing these great portals. And I really do think that they're helpful, ultimately.


    But it's not a text message. It's not, I portal message you, you should message me back within a minute. But often that's how these tools are used. So I hear you, that's we're seeing.


    Griffin Jones (04:49)

    And there


    are those tools that I want to zoom in on in other categories of AI and people that think that they can help solve that issue. This report talks a little bit about how at home testing might be helpful. Do you think that at home testing actually is helpful? Or do you think it will add administrative tasks somewhere else? Does it kind of depend? this report


    talked a lot about what fellow is doing. And it seems like a lot of clinics like fellow. But does that home testing actually reduce burden on care teams? Or does it just kind of rob Peter to pay Paul?


    Dr. Shefali Shastri (05:30)

    No, I think it can. I think if utilized properly, it can. It's a great tool. let's talk about, you know, an example is an at-home semen analysis kit that is FDA approved, that is very accurate. So it's a really good test that's being marketed directly to consumer. But they've also partnered with so many clinics, so clinics can utilize that as part of their sort of toolkit. If it's used properly, I think it's great. It's one less thing that has to be scheduled.


    by the clinic. If it's used properly, if a partner submits a semen analysis before they ever come in for the initial visit, that's something the doc can review at their initial visit. It's an opportunity to go over all the things that have been done already. So I do think it can be very beneficial. I also think it depends on what support is going along with it. So if Fellow has counselors that can counsel you on your results, I think that's great.


    I think that if used independently without any counseling, I think it's a whole different ballgame. So to me, I definitely think some of these at-home diagnostics can be very helpful in terms of the workflow, if used in the proper manner.


    Griffin Jones (06:44)

    It seems like the managed care payers are driving a lot of this. The report talked about how Maven is engaged with Velo and seems like Progeny is and so that's they like to see that. Why do you think that is?


    Dr. Shefali Shastri (07:00)

    Very honestly, I think it's patient driven. I don't think it's clinic driven per se, but I think there's a great way to utilize it for clinics. I think it's patient driven. I think that's what patients want. I want to be able to automate semen analysis. I want to get it done and see what it is. I don't want to have to see a doctor before I do this. I don't have to go in for an hour consult. I think it's easy. I think it's access.


    Griffin Jones (07:22)

    So it's a little bit more bottom up. And do you think that then the payers are saying to the clinics like, hey, we're engaging with these folks, we're going to cover it because it's our employees that are saying that they want this?


    Dr. Shefali Shastri (07:38)

    Well, I think, I mean, I think there's a couple of central themes, right? That, you know, definitely insurance companies and payers, definitely clinics are focused on, you know, one, improving access, two, improving costs. You know, we want to take a very complicated process and break it down a little bit. And so meet patients where they're at. Not every patient is ready to come in for a full consult visit.


    talk about this, talk about that. Some people just want the information, you know? And so, I mean, that's not everyone, but there's some people like that. So you're meeting patients where they're at, if you cover semen, at home semen analysis kits. And there's also a stigma around all of this, even though I think it's much different today than it was 10 years ago, there's still a stigma around it. You know, we still see so many patients whose partners don't want to come in for the semen analysis. I mean, the way I think about it, that's all they gotta do.


    Griffin Jones (08:30)

    Yeah, it sucks.


    Dr. Shefali Shastri (08:31)

    that's all you've got to do though. Your partner is going to be going through so much more, you know? And so if it makes it easier for compliance, for access, we'll mail you a kit, you mail it back. I mean, it doesn't get much easier than that, I think. ⁓ So to me, the way I see it, and I may be wrong, but I think it's a lot more patient-driven. And I think it's also more efficient in terms of cost and just the workflow.


    Griffin Jones (08:56)

    Interesting. Let's talk genetics. The central theme of the state of genetics report was about how it's been the year after the lawsuits. So we had those big lawsuits at the end of 2024 and those were about PGT, but I think there's a lot of related implications to carrier screening and we'll talk a little bit about that, but about how PGT labs have been quiet since then.


    Some new players might be stepping up and then on the carrier screening side to your point it was a lot about how patient expectations and Dr. Reddit and Dr. Chat GPT and instant gratification plus the myriad of genetic test results that could be super scary. All of that together can be a sort of patient experience nightmare and can be draining on providers and staff.


    Dr. Shefali Shastri (09:44)

    totally.


    Griffin Jones (09:49)

    With the with regard to the lawsuits, did was this something that docs talked much about when it happened at the end of 2024? Was your reaction just like we're, you know, we've got our heads down, we're just looking at the evidence in front of us? Or did it cause you to pay attention to things or have conversations in certain frames that maybe you weren't before?


    Dr. Shefali Shastri (10:09)

    So that's a great question. So I feel like in our practice at RMA, not to mention specific labs, we worked with a lab that was not indicated or implied in this large class action lawsuit. And I think this lawsuit was more around the claims that people thought were being made regarding PGT results. So that was the central theme around this. the genetics, the PGT lab that we used,


    wasn't part of because they don't make those claims. They haven't made those claims. So that's like the overall from a safety standpoint and a litigation standpoint, we felt very safe, you know. But the truth is, I think that pre-implantation genetic testing can be very misunderstood because the results are not so straightforward. We like to take something that's super complex and kind of like break it down, normal or abnormal. It's not that simple. And some of the basic nuances about PGT, which I could go on and on about,


    we're looking at five to seven cells. How indicative is that of an entire human being or of an embryo to start with? So there's a lot of nuances there that are very difficult to counsel a patient on. And so I think that PGT, the way it was originally being done, even seven to 10 years ago to what we're doing today is very different. And I think we've learned a lot of lessons along the way. And I think one of the big keys is you can't make all these claims.


    What PGT is doing is screening the embryos to give you an opportunity to transfer back the embryo that gives you your best chance at having a healthy baby. That's the claim that you can make. There can be false positives. There can be false negatives. I think it really depends on the lab and the actual molecular technology that they're utilizing and the mathematic modeling that they're using. So you need more than a PhD in genetics to actually


    develop a test like this. And then to be able to understand a test like this, it's dumbed down. So, you know, those are my thoughts about PGT. And I feel like in the, you know, with the physicians, with our docs, I mean, I think this has grown into us from, you know, 10 years ago, each generation of new molecular technology that's introduced to be utilized on the PGTA platform, you know, has been discussed, you know? And so I don't think it was anything like a


    anything new, we understand the limitations. Does everyone understand the limitations? I'm not sure. Do patients understand all the limitations? I think it's really important to counsel them. And so I think that's really what a lot of this is around.


    Griffin Jones (12:38)

    It's hard for me to know which PGT labs have adapted since then or are adapting during that time, because I just feel like a lot of them got quiet. And to me, it's like, well, are you really investing in the science? you, were you just peddling something that was being overused? And I'm sure some of them weren't, but it's hard for me to decipher who's who, because I think once that class action happened,


    a lot of them just crawled into a cave. But I do know that some people are doing some things. And I remember when I was interviewing you and Kate Devine, Dr. Devine from Shady Grove, that she was saying that she was at Ashree and she was excited about something from Juniper. And I probably need to ask her more about that. have you checked them out? Do know what they're up to?


    Dr. Shefali Shastri (13:32)

    So what I'll say is I think there's a lot of work being done in genetics. I say that that's such a general thing to say. Genetics is continuously our understanding and our abilities are continuously expanding. There's a lot of technology that's available, but I'm not sure it's ready for the mainframe yet. I'm not sure that it's ready to be utilized clinically. I think there's a value.


    in a lot of, in some of the information that's available, but I think it's really important how you use it. And so, to me, Juniper is probably not ready for real time just yet. Do I have faith and do I think it's amazing what they're doing? Absolutely.


    Griffin Jones (14:12)

    When you say


    as things progress in that way, are there certain areas where there's sufficient evidence for maybe some cases and then you get more evidence for a wider breadth of cases?


    Dr. Shefali Shastri (14:26)

    what I mean is, you know, when you think about whole genome sequencing, I think the technology is amazing. That being said, do you really want to report on everything that you find when you do whole genome sequencing? No, you don't because there's so much background noise. That being said, if you can model specific pieces of information like genes associated with embryo viability.


    And if you could do that and you can validate that and then roll it out, I think that's tremendously powerful. But I can't say, think whole genome sequencing is the way that we're going to be going and just get these extensive reports. What do you do with that information?


    Griffin Jones (15:07)

    I think that even though the class action was about PGT labs, that there still are kind of implications that carry over into carrier screening. The stories that when I was interviewing yourself and Dr. Devine and Dr. Keegan, there's things that are happening where there's a lot going on with panels and sometimes these panels are exceeding 700 genes and then maybe


    one lab calls something a positive or another lab calls something a negative, how do providers deal with that?


    Dr. Shefali Shastri (15:44)

    And these are some of those nuances. To be very honest, I think these genetic carrier panels, these expanded carrier panels are amazing. Because 20 years ago, when we didn't have the technology to report on these expanded gene panels, we couldn't look at 200 or 300 or 400 or 500 or 700 genes. There were a lot of unknowns. And the way you found out that you were a carrier was when you had a baby that was deeply affected or passed.


    So when you look at progress, it's amazing what's been done with technology. That being said, nothing is perfect. Nothing is without risk or without, there's always a small level of error in everything. And so the way I look at it, mean, think that it's, ⁓ and the way I counsel my patients, I'll tell them, currently this is what we think. Like currently it looks like.


    Let me give you an example. This is an interesting that's come up recently. In the past, I've had patients, past five years ago, seven years ago, who were undergoing these genetic carrier panels. And if they were found to be a carrier of a single mutation, and there's a gene for non-syndromic hearing loss, and if they were found to have a mutation and their partner also had a mutation, you would say, wow, you have a high likelihood or a 25 % chance that one of your children will be affected by hearing loss.


    What do we know now? And this wasn't known back then. They weren't able to clearly elucidate this, but today they can. Well, if you have X, Y, and Z mutations on this gene versus A and B mutations on these genes, A and B mutations, even if you have an affected baby, that's mild. It's going to be a very mild case. But if you have X and Y, that's going to be a severe case. So we have a much clearer picture, a much clearer understanding of that today. That knowledge and that


    technology was not known or available seven years ago. So you counsel patients to what you currently know. And so that's a nuance that everyone has to


    Griffin Jones (17:44)

    Are these examples of what people use gene screen for? Because the report also talks about Dr. Jamie Griffo of NYU had a similar point of view as you about the sort of I don't think he didn't say Dr. Reddit or Dr. Chad GPT. He saying, look, they expect us to be perfect. He's referring to you've got these really deep panels, you've got increasingly complex


    Dr. Shefali Shastri (17:50)

    Yeah, this is.


    Griffin Jones (18:09)

    PGT decisions and carrier screening decisions. so, I remember the report also just talks about you and Deb Keegan at CCRM and Kate Divine at Shady Grove and Aramay of New York is also using gene screen. It seems like everybody is. Is that what people are using them for?


    Dr. Shefali Shastri (18:27)

    So,


    I mean, think, yeah, I mean, I think it's, so one, we're physicians. And I have to be very honest with you. I think the docs that you've mentioned, I think are very interested and very knowledgeable in genetics. Not everyone is, but I think all of our labs do extensive amount of PGTA, PGTM, PGTSR. So I think being a physician in one of these practices, you have to be well-versed. That being said,


    I'm not a genetic counselor, I'm not a geneticist, I don't have the bandwidth to be on top of every nuance that's identified in the last six months, nine months, 12 months, a year, two years, you know. So it's interesting. And if you remember, we definitely work with GeneScreen to counsel our patients on their carrier panels. We also have in-house genetic counselors. mean, at RMA, we think the number one key here is the counseling that goes along with the test.


    every test will have some limitation. The most important thing is for the patient to understand what that limitation is and what do these results mean to us? What does this result mean to us today and how do we make an informed decision on that? And so, A, I think that if you offer your patients genetic carrier panels or PGT, which if you don't in today's day and age, then I question your standard of care. So I almost feel like, I don't know how you're in this field and you don't, but.


    So if you do, I really feel like you have to have, you have to partner with a genetic counselor who is able to extensively counsel all your patients on the nuances, on the general tests and the nuances of these tests and of the results. And I don't, it's not because I think I'm a poor counselor or that I don't understand the information per se. I use our genetic counselors as a resource. I will ask them, hey, what do you think about this? I haven't seen this before, you know?


    ⁓ And should I be worried about this? So, I mean, physicians use our counselors as resources, but two, I haven't been trained in genetic counseling. That's not my niche. That's not my specialty. I'm the type of person, I really believe I'm really good at what I do. And I spend so much time honing that. But there's other people that are really good at genetic counseling. There's other people that are constantly staying on top of these new findings. That's who I'm gonna refer my patient to.


    Griffin Jones (20:42)

    it's carrier screening, whether it's PGT, whether it's other diagnostics, what do you want to see change? What are you excited about or any hot takes?


    Dr. Shefali Shastri (20:53)

    I mean, what do I want to see? I mean, I have to be honest with you, 2026 is really all around access. I want to make sure that patients are able to, the number of people that need care or diagnostics to identify the root cause are able to get that care. So to me, that's why going back a second, some of these at-home tests, I think are really changing the way that we practice and will change the way that people interface, patients interface with the fertility, with fertility medicine.


    In terms of genetics, I think genetics is ever-changing, moving forward ever-changing, and we will continue to hone in. So we talked about whole genome sequencing. I don't think, I mean, we've been able to, you know, sequence the whole genome for some time. It's, the question always is, what are we doing with this information, and how are we using this information, and how are we presenting this information? So I think more and more, there's, you know, labs out there that are looking specifically at epigenetics.


    You know, there are labs that are like it with mouse sperm, you know, epigenetics, that's path fertility. There's, you know, companies like Tuniper, labs like Tuniper that are looking at specific genes to identify variability of embryos. You know, ⁓ will there be a specific panel looking at RPL, recurrent pregnancy loss? I, to me, those are the things that are coming down the pipeline. So if you're a patient that has implantation failure, I'm hoping that there's something there from the genetics, you know, within the embryo.


    that can help us identify or get, you the way I think about it, that magnifying glass just gets deeper and deeper, you know? So to me, that's what I think is gonna, you know, really be up and coming in the next five years. I think we do, we practice IVF very well today, but it's far from a hundred percent. And so it's that sort of smaller gap of patience that we are not successful, you know, immediately or early on.


    And a lot of these patients, after cycle, after cycle, after cycle, at some point something will stick, and we won't even know why it worked. That's the sort of cohort that I think will really be helped by some of these ⁓ further advancements.


    Griffin Jones (22:55)

    You're the best, Chef. Thank you so much for coming on and helping us think about how to think of these two segments in our state of reports.


    Dr. Shefali Shastri (23:04)

    for having me.


    Griffin Jones (23:04)

    Patient experience is worse than it's ever been in 18 years. It's only getting worse.


    I'll never forget that, that's what Eloise Drane told me last year.


    She's been a surrogacy agency owner for almost 20 years.


    and her view is...


    Patient experience is supposed to be getting better.


    But it's not.


    going the wrong direction.


    This is like the damn internet.


    Has anybody else ticked off how cluttered the internet has become?


    It's like worse than it was in 2010.


    One of the reasons this is identified in the state of third party IVF services.


    Report.


    is that you're going to tank patient experience every time you're making patients be their own case managers.


    It's not just third party IVF. It's everything.


    But at least with third party IVF, there's not an excuse anymore.


    Because you got to do the psychological evaluations, right? For donors, for surrogates.


    Do they do them for intended parents too? I should know that.


    And then so they're having to coordinate with the bank or the agency and the clinic and the counselor.


    vast majority of clinics don't have counselors on staff, they're referring to somebody.


    Call us back when you're ready. Are your teams calling them?


    Like babysit the patient through this process. This voicemail and phone tag.


    You wanna do more third party IVF? You ain't gonna do it.


    if patients are having to deal with that.


    There's just way too many cracks in that system, way too much drop off. And then even when you are successful, it ain't good for your patient experience.


    patients aren't happy that they had to deal with all that.


    lot of clinics have been using Mine360 for that. Mine360.


    started by people.


    that have run fertility practices.


    Julius Varzoni being at the top of that.


    A lot of people know Julius because he's so plugged in to the practice manager community.


    So he and Mine360 know what they're dealing with.


    And so mine 360 takes this whole process.


    They centralized the criteria for IPs, donors.


    GC's


    and you give patients clear expectations about next step.


    They do virtual fertility focused assessments, PhD, psychologists, trained specifically in third party.


    Boom boom boom.


    Let somebody else deal with that case management.


    And it sounds like several dozen fertility centers, maybe even more, maybe it's even more than that at that point.


    I'm mine 360 for that.


    And the bank side is still the same damn problem.


    Intended parents are still having a heck of a time finding the right donor. And not that many banks.


    have sufficient selection.


    because you gotta have the right screening. ⁓


    And so in order to be able to have the rigorous screening.


    and have.


    enough donors you need some scale.


    It's hard for a lot of egg banks to be able to manage that some do


    And it helps when you got people investing in that infrastructure. My Egg Bank. Probably being one of those.


    They were started at, what is it, RAB in Atlanta? RBA?


    RBA, they become a national egg network. have multiple production centers. And then they're able to get donors.


    from multiple ethnicities.


    And so think that's why they keep growing.


    because Clinics third party programs don't wanna spend time on donor sourcing. They got enough to do. need people that can deliver.


    Griffin Jones (26:43)

    There is probably a place.


    with this type of patient experience and counseling.


    ends and the egg bank begins. And I think that's an area that lead in.


    because they integrate fertility counseling before, during, after donor conception. one of their differentiators.


    they view emotional support.


    as part of the whole process rather than just a step in the process.


    They've also got a global geographic coverage.


    and their mental health resources are in-house.


    some of these egg banks are going to emerge victorious.


    many of them are gonna go away.


    Shared Beginnings might be one.


    that you hear a lot more about this year.


    Griffin Jones (27:21)

    Then you've got gametes and embryos across the country for a lot of different reasons.


    You're only going to have more.


    Don't really want to send that with FedEx. you're starting to see some specialization cryo transport.


    Cryoport being one of those.


    I think they did deal with Inception with My Egg Bank with some others.


    is because clinics and banks want somebody that this is what they do. They've got continuous monitoring, they got integrated tracking.


    and your cryo security doesn't just happen at the egg bank or the sperm bank.


    It's gotta happen to and from the clinics too.


    So expect donor demand to rise.


    Expect patient expectations around coordination, transparency, increasing meaning I want to know exactly


    where my donor eggs are right now. I want to know what they're like in transit.


    Where did they just come from? those kind of demands from patients to rise.


    and expect more third party programs.


    to use Mine360 and if there's any other services like that out there.


    Because networks and private practices and academic centers too, they all want to grow the third party programs. You can't do if people are dropping out and having a lousy experience.


    I don't know. 360 is not a publicly traded company. Maybe call Julia, see if you can buy some stock.


    Griffin Jones (28:36)

    What's going on with IVF benefit management in the United States? Nobody's really sure it seems.


    You had the Trump administration indicate that fertility benefits can be offered outside traditional group health Kind of like dental and vision.


    and not trigger the full set of ACA requirements.


    So in theory, that'll allow employers to add fertility benefits.


    without having to redesign their whole primary health plans.


    but it doesn't mandate IVF coverage.


    doesn't change how fertility care's price to reimburse.


    It might lower some regulatory barriers.


    And maybe that gets a little bit more employer coverage.


    But much remains to be seen.


    Meanwhile, it's still the case that fertility centers often absorb the consequences of partial coverage.


    The State of IVF Benefits and Patient Finance Report.


    stated that employer benefit managers often reimburse fertility clinics at a fraction of build rates, some cases around 50%.


    Inside Reproductive Health checked in with David Stern, now CEO of Kind Body.


    Who's really developed an expertise in this area?


    both in his new role and when he was CEO at Boston IVF.


    Probably should have invited David. On to this episode with me to provide some extra commentary.


    Sorry David, I'll remember next time.


    But Stern told Inside Reproductive Health in December, much has changed as far as reimbursement with insurance companies goes.


    Cash pay patients often subsidize the low rates reimbursed by insurance companies and carve-outs. they probably hit the limit of what they're able to pay.


    But even though it's not happening at the federal level yet, we do know that payer covered IVF is increasing in its market not just because of employer demand.


    California mandate.


    finally go into effect.


    Some states have proven.


    that you can have a viable business with a very large share of managed care.


    David thinks that practices are going to have to adapt.


    some of those adaptations are gonna be using REIs at the top of their license and using


    not just like a life and Cycle Clarity, but those were two that David had mentioned.


    He also thinks bots might be able to do some of the manual process, like verification of benefits.


    I think practices can expect this trend to continue.


    their margins continue to get cut.


    might get lower reimbursement rates, they're going to find ways to scale. what the market wants. had their highest stock price of the at the end of the year.


    their president, Michael Stummer.


    step down at the very end of the year.


    According to TradingView


    They're not going to name a successor to him.


    And I have no idea what that means for you.


    But you're always going to have a cohort of self-pay, right?


    even in countries.


    that usually have universal healthcare they have covered IVF the UK.


    there are still a lot of self-pay cases.


    But like Stern says...


    people have kind of reached the limit of what they can pay. centers have to find a way to...


    help them find ways to pay for treatment.


    So I'm expecting more activity.


    from some of these lenders.


    this year.


    I think it'll probably come down to a two-horse race.


    I wonder if that race won't be between CapEx and PatientFi


    They both have active CEOs.


    Todd Watts is the CEO of PatientFi.


    I see him making more appearances in the fertility world, to bring some best practices.


    from other medical sectors into the fertility space.


    to help with patient experience and revenue cycle management.


    Alex Shire is the CEO of CapExMD.


    Very fertility focused.


    seems plugged into the space.


    So I wonder if the category doesn't become a two-horse race between those two. don't know if Lending Club is still in the fertility space.


    I could be wrong, but it seemed like fertility was a small part of what they did.


    So maybe they're focusing on.


    other areas.


    Then again, I think Dr. Adamson's company.


    uses Lending Club.


    Maybe they use others too.


    I'm not sure what they're up to.


    But I'm a big Dr. Adamson fan.


    So I think as long as he's in the game, you can never count his firm out.


    PatientFi also seems to be growing pretty rapidly. They're on that Deloitte list, fast 500.


    came in at like 54th.


    And I think speed is part of their value proposition.


    Get patience on immediately.


    And we know that speed is critical for conversion.


    More broadly, I think these companies look at other sectors, like even dental.


    And the percent of care that's financed in IVF


    is dwarfed by the percent that it's financed in other sectors of healthcare.


    Yes.


    There's the strive to get more coverage.


    And you have people Serena Chen.


    Resolve.


    doggedly fighting for that You have people


    like Dr. Arredondo.


    from Positive IVF.


    who says, yes, that's great, let's do that too. that's not the same thing making IVF more affordable.


    We have to drive down the cost of IVF.


    Hopefully both of those things happen.


    but it still could be the case.


    that patient care is underfinanced in the fertility space.


    You don't want people to have to pay that much IVF, but to the extent that they do...


    if they're paying that for dental care.


    I think most people.


    would prioritize their family building above that.


    So it seems like a bit of a lack of patient education.


    And I think that's really hurting centers conversion rates.


    So I wonder if people like CapEx.


    Don't try to zoom in on that this year.


    I have to admit though.


    We have not really mapped delineation between lending institution.


    and save loan Like sometimes there's some overlap.


    And then sometimes there's some competition.


    And that might cause me to reassess this whole Or at least part of Like future family.


    I know they added $400 million in financing capacity.


    And with that kind of cash it's almost like an insurance framework. got actuarial aerial modeling.


    And then you can do cycle guarantees.


    And so maybe they're a bigger player than I even realize right now.


    I know they just got a new CEO.


    Claire Tompkins was their CEO. She transitioned to board chair. Alden Romney is going to be their new CEO.


    He's a veteran of the fertility space.


    I remember thinking that he had good ideas when he was running Pacific Fertility Center. think he left be a CEO of the sector somewhere now he's back in the field.


    So they might be somebody that I pay attention to more this year.


    Speaking of actuarial modeling.


    I want to learn more about what Sunfish does and how they do it.


    because I keep seeing them being adopted by different networks and different practices. And the patient feedback I read about.


    is they reduce the opacity behind IVF


    formed a partnership with Loom Fertility.


    Mark Leandris, Josh Hurwitz over there. Like those guys.


    that they do flat fee IVF bundles, partial refund protections.


    and they simplify that process.


    Their CEO is Angela Rastegar. One day I think Inside Reproductive Health will do a piece about the cool kids in the fertility space.


    And so this is going be one of those cool kids.


    She's one of these rising stars.


    It's almost like...


    They come from the consumer tech space.


    but they embed themselves in the fertility space and they're just as much from this field as they are from those other ones.


    She was on Dr. Shaheen's podcast.


    which is probably a huge part of their growth.


    Some of the people that have really gotten this off the ground.


    In the multi cycle packages, the refund guarantees.


    is bundle. think bundling with medications is also huge.


    Patients hate not knowing what treatment is gonna cost because they're such a variable with medications. I think that's a huge thing that Bundle did.


    But I'll tell you the main reason that I pay attention to bundle.


    I think TJ a lot of autonomy to that team.


    and they seemed to really care.


    Sherry Sheryl Campbell, Terry Van Steen.


    Courtney Barrett.


    They've each been there for years.


    And these aren't people that are checking boxes.


    They really, really care about bundle. They really care about the patients that they engage with. And to me, that's so huge.


    because financial counseling is one of the biggest drop off points in the patient journey.


    You can have the best financial products.


    But if you do not have people that really, really


    You're not going to engage the patients.


    Those people love what they do.


    And fertility centers need people like that.


    to stop losing so many darn patients at that point in the journey.


    Who knows what will happen on the federal side?


    Probably a little, not a in the next year.


    Expect.


    the lending institutions to dial it up 2026.


    because this field is underfinanced.


    and then expect the California consolidation networks.


    in employer demand increasingly put the squeeze.


    on your margins figure out ways to adapt.

Dr. Shefali Shastri
LinkedIn


 
 

278 AI. Patient Journey. Software. Devices. Cryosafety. Category Deep Dive

 
 

No organization or individual mentioned or participating in this podcast reviewed or had editorial control over its content. Any sponsor-related information, where applicable, was considered by Inside Reproductive Health through its Business Intelligence Hub.


Patients, providers, and staff are doing far too much manual work, and with today’s tech it’s time to operationalize.

This Fertility Field Overview breaks down the current state of AI-enabled operations, patient journey software, device innovation, cryo safety…

…and where the field is falling behind.

This episode covers:

  • My bold prediction regarding IVI RMA’s approach to tech adoption (Hint: Think late 2000s Google)

  • Why manual workflows are burning out staff and frustrating patients

  • The operational tech stack clinics should already be building toward

  • Where large vendors are stalling (and where fertility-first companies are stepping up)

  • How AI, automation, and safer cryo systems could redefine clinic operations

  • What recent conversations with operators, physicians, and scientists suggest about what’s coming next

Get an even deeper inside look at the current state of fertility networks from our recent Intel Articles:

Artificial Intelligence, Devices & Consumables, Software, Patient Journey, Cryo Safety


You Can Stop Being Left Out Now, Y’Know

Next Big Exposure Before ESHRE!

If your organization belongs to this category but wasn’t included in this category overview podcast episode, then your competitors are dominating the attention of your customers: REIs, fertility network executives, embryologists, and others.

These same competitors will get more coverage in a report or podcast episode, about your category

  • To start the year

  • Before PCRS

  • Before ESHRE

  • Before ASRM

Why let them get all the attention?

If you don’t want to miss out before ESHRE, you have to join the IVF Heroes Universe as a sponsor now, before the next deadline.

You read it. Your employees read it. Your customers read it. Why miss out when you get so much for so little?

  • Griffin Jones (00:08)

    Patients, providers, and staff are doing way too much, way too damn much. It's not acceptable. The technology is there. Unfortunately, it's your job to figure it out. I'm just the guy that tells you about it.


    but providers staff and patients.


    cannot be doing all of these manual tasks. I lay out the tech suite for you.It's time to operationalize. With regard to devices, a lot of large corporations are doing nothing because fertility is a drop in the bucket to them. And with regard to new tech adoption, I have a very specific prediction about IVI RMA and I'm piecing together little things that I picked up on or inferred and made up completely out of nowhere from interviews Lynn Mason, Tom Molinaro, Iris Gonzalez, and Denny Sakkas And then I think about what people like doctors, Seidler, Bortoletto and Vaughn are doing. And so it gives me this little inkling that IVI RMA is going to do like Google in the late 2000s. And this could be a figment of my imagination, but it'll still be fun to see if I'm right or not. This is the Fertility Fields Overview on AI operation software, patient journey systems, devices, and cryo safety. And enjoy cameos from my special guests.


    Griffin Jones (02:23)

    And look who just slid in to help me think about cryo safety and cryo storage and devices and equipment. Dr. Jason Barritt Chief Scientific Officer at KindBody. Thanks for sliding in.


    Dr. Jason Barritt (02:33)

    Hello.


    Yeah, let's talk.


    Griffin Jones (02:36)

    start with cryo safety, seems like incidents still haunt the field, even if they're from a long time ago, there's always the specter of them. And it's not just incidents that might be caused in the lab, it's things that can happen outside of lab. So it's not just tank failures and things like that and gamete swaps, it's things like wildfires that happened at the beginning of last year, very close to where you live.


    Dr. Jason Barritt (02:52)

    .


    Griffin Jones (03:04)

    and things like the Palm Springs clinic bombing, which no one saw coming and hopefully we never see again. Talk to us about how embryologists think about these types of events.


    Dr. Jason Barritt (03:17)

    So I'll say that embryologists are exceedingly dedicated to the safety and security of the tissues that they are trusted with. It is one of the very special things about our job is they let us have that trust in it and we hold it very dearly. In fact, nobody would pick this career with the stress level associated with it and time commitment to it if you didn't believe in unbelievable safety and security of tissues that are for somebody else.


    So we spend a significant amount of time thinking about this. And yes, as you said, the history of unfortunate, exceedingly bad outcome situations with either a tank failure, filling failure, or alarm monitoring failure, or even an access failure have haunted the field hundreds and hundreds and hundreds of places right now, today.


    every single second are trying to protect all their tissues at many, many, clinics. Additionally, there's some very large, good, high quality centers that also do just storage. there is a entire business that's come in about this for the safety and security of tissues, monitoring systems, backup to monitoring systems.


    weight-based monitoring systems, temperature-based monitoring systems. There's also cameras, thermal imaging, and everything that can possibly go into these things in order to be able to safely and secure the tissues that are in our hands during the time that ⁓ they are not actually making a baby. So it is an exceedingly important thing to embryologists. want to do everything?


    Griffin Jones (04:52)

    And that includes transport


    and safety. I just think you're in Beverly Hills. You were so close to those fires that happened last year. I remember CryoFuture taking a lot of measures at that time to move specimens around and keep their facilities safe. What was that whole episode like?


    Dr. Jason Barritt (05:14)

    very stressful. Not only for all those who have been affected by the actual fires themselves and friends and family and colleagues, but also the fact that we wanted to protect all the tissues. And we actually had to not perform some things during that period of time in order to make sure that we were not going to have something that wouldn't be safe. So it was a very, very coordinated, huge amount of communication.


    wonderful system that CryoFuture allowed us the opportunity to pre-plan, pre-stage, be ready, and then watch and monitor the progress of the fighting of the fire and or the fire itself. And through a huge amount of work with them they were able to move multiple centers.


    entire cryo storage off to a much farther away, much safer situation in a exceedingly timely way in order to protect those. It was a very large lift and a very, very careful move in a very emergent situation.


    and they actually took them to their safe location, which is safer than anybody else could have been with multiple monitoring systems and multiple fail safes in place. So it actually went to the most safe place that you could possibly go to in all of Los Angeles.


    Griffin Jones (06:30)

    And that's part of the reason why you're seeing more cryo storage providers and more demand for them, I would think, right? Like you've got Haven Cryo and that seems to be starting to grow because people want to their specimens in different places or be able to get their specimens to different.


    Dr. Jason Barritt (06:48)

    Mm.


    Griffin Jones (06:49)

    places in case one geographic area is compromised. So you got Haven Cryo growing. You've got Reprotech making an investment in IMT matcher. and, so like, going beyond just like, okay, we got witnessing over here and storage over here to trying to become an end to end traceability system. And I like Brad Zennstra a lot. and then you've got a couple of others.


    Dr. Jason Barritt (06:51)

    Hmm.


    Griffin Jones (07:15)

    that space. You've got fertility billing solutions that maybe not storage alone, but helping to automate the digital audit, giving tools, patients, consent pathways to help with all that documentation.


    I think ultimately you're probably going to have two companies eventually be the ones that it's either Coke or Pepsi. What will it take for those two companies to get to that position? What will they have to have to be enticing enough to people like you?


    Dr. Jason Barritt (07:47)

    All these fertility clinics, all these wonderful people were never trained in, built places, and could never actually achieve all the monitoring system safety and security that a purpose-built system would allow.


    can have daily measurements of liquid nitrogen in a tank. And we could have a remote temperature sensitive monitoring system. But we could also have a weight based one. And we could have then video cameras. And then we could have for safety and security. Then we could have thermal imaging cameras. And then, ⁓ we could have that in a bomb safe place. Or we could have that also in a earthquake safe place.


    All of those things are what these purpose-built places allow. And they can do this because they purposely went at it as to what is the highest level and most oversight we can get. How do we get to two? I think that's quite a hurdle. I think it's gonna be a few more than that.


    The thing is that we have some regions in our country that are the most used for these types of services and have the most tissues and they're going to maintain out of those primarily. But we've got to get the tissues there and back when needed in a safe way also. And that transport is exceedingly important. They have to have validated and all the time checked temperature logging of those transport tanks. We have to have couriers.


    that are for medical grade transport. These tissues, any time they are not sitting in our tank appropriately, they're at risk, which means we need to minimize that or eliminate that whenever possible. And that's the thing that something like, CryoFuture is doing. They're not just about the storage where they have four or five different alarming systems. They have earthquake proof, they have bomb proof, they have all sorts of different things that they have prepared for, but they also take care of the transport back and forth.


    monitor it every minute with temperature sensors in order to make sure it's there and trackers. You got to know where your stuff is. what truck it's in and that type of thing. So you've got to have all that information. No individual IVF center can do that. We need the partners who are specialists in this. Two, I think is too small. I think we're going to have to have a couple.


    Griffin Jones (09:56)

    Let's talk about devices, equipment, consumables. The thesis of the state of that category was that it's our biggest category in terms of number of companies, and among the fewest that we've heard anything from. So I think it's part of the problem of investment in the field is that you have a lot of companies that


    make things to sell to lab directors and sell to REIs. Many of them are part of much larger groups and fertility is a small piece of their entire portfolio. So they don't invest a lot in it. They don't get a lot of autonomy. And so you have who otherwise should be big capital players, maybe not investing a lot in that space. and I'm,


    guardedly optimistic with next spring, you know, consolidating a few of those folks and, and you don't have to name any names. But do you find that to be the case that, you know, it's like, hey, this is a monster company. And I can't get some of the basic things I need from them or basic customer service or get them to sponsor this regional embryologist meeting or whatever, just because you can't get the right person because


    Whoever you know is just one person in a giant corporation.


    Dr. Jason Barritt (11:19)

    in the sense that almost all laboratories, want to consolidate and be organized and then have volume discounts and or access to the things specifically for the field. And that is what basically has happened is it's gotten to a limited number of distributors who are the key for


    our success. They will get on site more of a certain item, larger lots of them, test them, maintain them, and then be able to hold and reserve for you if you wish to order and use over a longer period of time, specializing in our field. So it is a huge change to have things like, I'll say it, the Cooper companies having NextSpring come in, having IVF Store.


    as major suppliers of these things. The truth is, yes, you can go find many of the individual items that they will all carry from any other individual source. And we used to do that, usually trying to get prices lower. But what we found is it's just so difficult to do. And when you have vendors that you have to go to for all your different things, it's very good news is that by consolidating them around the field,


    of IVF. has massively increased our ability to get high quality items in timely fashion that have been tested and made sure that it is the right thing for our field.


    Griffin Jones (12:37)

    for those that do have a presence in the space, the plus side to them is that they can make a big headway in that sector if their competitors are just kind of sleeping giants because their attention is elsewhere. I think of Samsung, that's on the clinical side, obviously, but for ultrasound machines, you maybe had one player in the space for a long time.


    And if Samsung is able to get in here and say, you know, we're starting to use AI tools and we're starting to work with people like Cycle Clarity, and we've got this thing called uterine assist, and we can reduce your scans, then they start to get a big penetration here. And hopefully that's a positive feedback loop that then gets them investing more in the fertility space. think they just won a large fertility clinic network they might be announcing that.


    soon if they haven't already. But that's someone that is coming from a very large corporation, but been able to show a little bit of dedication to the space, benefit from it, and maybe they grow more because of that as well.


    More up your alley about media. And I think that's Mendola on from CCRM and Dr. Baker on from Inception. They both like VitroLife's media.


    With regard to the quality of media, what are you paying attention to?


    Dr. Jason Barritt (14:01)

    So I definitely think VitroLife has great products. They have invested a tremendous amount of time and money in some of the best manufacturing and some of the best testing so that they could stand behind it and absolutely make sure that even if anybody ever questioned anything about it, they had everything in place to make sure that it was meeting that highest standard and that it was possibly something else that might have been leading to


    not most desired situation. A few of the other manufacturers have absolutely increased their testing and their controls and where they make it and how they make it. That has been done. I'll say the Irvine scientific ones increased the way they were testing it, moved to another even higher level included with their other ones in order to test their materials beforehand and during and then after in order to make sure it met that.


    is a tough thing to make the decision on what media to use because there are good people all in support of it. None of the good places or another big networks probably make this decision anywhere based on money. The truth is difference in total amount of cost is not going to be enough to change anything.


    What's going to be big enough is being able to get it, get it, get it at such a high quality, have all the controls and everything in place so that you can support and know you've minimized any variation that would occur, and therefore you have the highest quality outcomes based on it.


    Griffin Jones (15:21)

    Here's a prediction for you that no one asked for, but I'll give it anyway on the hardware side of things. The fertility partners in Canada, I think, is almost 100 % embryoscope or time lapse in all of their labs. I don't think that we've seen that on the US yet, but I think that it's coming. I've many of your peers on and I've all of them.


    is time lapse a nice to have or a must have? And the consensus has been it's not a nice to have anymore. It's a must have because of our need to standardize. And I that it might be RMA slash Boston IVF that is the one to do that in the US. Here's why I'm saying that. Because I've had


    Dr. Sakkas on and his view is that in five years time, every lab is gonna have some form of time-lapse imaging in their incubators. And then I've had Iris Gonzalez on who's the COO of RMA. And she talks about a system they have for meeting patient expectations and getting patient feedback. And then I see a group that


    formed in the Boston area that was former Boston IVF docs. It's doctors Pietro Bortoletto, Dennis Vaughn, Dr. Emily Seidler. They have a group called Terra Fertility. And before Terra was even open, I saw an Instagram post from them that said, you can see your embryos development in real time. And they're using Embryoscope that way. And I thought they get it. They understand how


    patients want to be plugged into everything for better or worse. You want to be able to see everything in real time. And that's such a good way to use time lapse imaging. I see Terra innovating that way. And then I think of, those innovators like Dr. Sakkas and Iris, and I think of RMA's CEO, who is Lynn Mason and Dr. Tom Molinaro their chief medical officer who are, I think, both forward thinking.


    Dr. Jason Barritt (17:22)

    You


    Griffin Jones (17:27)

    And I think they look at that group that splintered off of, one of their groups that maybe could have potentially been a part of them. I think it's like in the late 2000s, Jason, where they're like, we need to incubate this in our own ecosystem so that people aren't breaking off to do this kind of stuff elsewhere. We need them to know that they can do that here. And so I wonder,


    Dr. Jason Barritt (17:34)

    their acquisitions.


    Griffin Jones (17:52)

    if they're not the ones to say, let's have Embryoscope or time lapse imaging in every single lab and they're the ones to do it and they do it sooner than later. because they see that, ⁓ people are using this to be on the cutting edge. We can be the ones, the first ones to do a network in the if I'm I'm kicking, Esso.


    while they're down because I don't even know if they're still in business. say, you have no idea what you're talking about. a better year than ever. But all I'm just saying is, I don't hear anything from them. I think they both had CEO changes recently. think they both had North American sales and marketing teams recently. And just from where I sit as a marketer, it's like you don't get those windows for too long.


    take advantage of it. ⁓ I don't know if they can provide the support to US groups like others can. again, maybe they can. I'm speculating all of that, just inferring all of it. But if I am, that means that other people are too. And so if I were people behind embryoscope, I'd be acting now.


    Dr. Jason Barritt (18:40)

    you


    Griffin Jones (19:00)

    well, before those other groups come back. Anyway, that's my prediction. What do you see on the hardware side? What are you paying attention to?


    Dr. Jason Barritt (19:06)

    In 2012, I was all in on time lapse. Yes, it happened to be the embryoscope at that point.


    is a huge advantage to being able to select and follow embryos and see things This helps you do it. It's 5,000 times the information and what you get if you do just general culture. That's power in decision-making. It's power in conversation with patients to make them understand what is or is not happening.


    in the right way. It is a huge advantage in the way patients are treated and their outcomes. it's expensive and that is probably the only thing actually holding it back because the incubators themselves are unbelievably good. The advantage and the reason this is going to go and it's going to go fairly quickly now is that it has so much information


    And the one thing artificial intelligence systems like is information to make decisions based on. That leads to success for patients. AI is absolutely helping us.


    pick embryos better, and the more information it can get, the better it's going to do. showing it the entire journey allows it to select it at an unbelievably different level, including being able to help us understand what is probably going on at the genetic level inside embryos. That in itself means way less costly PGT testing.


    way less invasive testing, and as many doctors understand, unfortunately it's not 100%. And nothing is going to be. But this will give you an advantage to getting there much quicker and being able to select the most optimal embryos much quicker, which leads to ultimately the reason everybody comes to us. Take home a baby as quickly as you possibly can, successfully, normally.


    Griffin Jones (21:00)

    speaking of AI, one of the companies mentioned in the report is called Baibys, it's B-A-I-B-Y-S. I know that's a rising firm. I know that they automate sperm selection and that they took on a long standing challenge because 96% of sperm in a healthy sample


    are abnormal, at least according to the source that was referenced there. Have you checked out that group at all? Or are there others that you've checked out that you're paying close attention to?


    Dr. Jason Barritt (21:30)

    So yes, there has been for actually a couple years now a ⁓ selection tool that will help identify the best, optimal sperm live so that you can go catch them and use it is a great system. I think it comes out from the IVF 2.0 group it makes an absolute


    instantaneous microsecond selection of all the sperm that are on the screen and identifies them, follows them so you can track them and allows you to go get them. Similar thing is being done with idea here is yes, the vast majority of sperm are not optimal.


    it is a true advantage to have whatever is being done by those companies to be able to select the most optimal sperm because most are bad. And yes, when we say, yeah, there's 30 million there, you only need one. Well, it is true, but you actually...


    the right one. All of us came about because it was one that was going to work. We don't know how many wouldn't have worked, but it's all the other ones. So finding that right one is exceedingly important. Being able to do it live so that the embryologists can select those ones and use only those ones is exceedingly important. I will say that I've generally seen fertilization rates, normal fertilization rates, increase when you use better technology.


    better separation, ultimately now a selection tool that can do it faster than any of our eyes or experience can do it, using artificial intelligence in order to figure that out, of which are the most optimal, using many factors that we can't spend time doing. Those are what's improving pregnancy rates and for fertilization, because we're getting the right sperm.


    Griffin Jones (23:04)

    One of the other big trends that's been happening is a rise of embryology academies. So there's a focus on getting more embryologists trained. saw that Dr. Schenckman just posted that she formed one ASRM has theirs that they're trying to get some more exposure for. IVF Academy has Dr. Magarelli as their dean on the clinical side. And then they've got Tony Anderson there running the embryology training program. And I think that they're really focused on


    getting younger embryologists up to speed quickly, getting people to a place where then they can start focusing on some of the more senior level practices of being an embryologist. What do you make of this rise in embryology academies? Why didn't it happen


    Dr. Jason Barritt (23:43)

    Yes.


    Griffin Jones (23:51)

    10 years ago.


    Dr. Jason Barritt (23:52)

    So here's the thing. All of us directors were hiring and then having to train our own people internally. This is a lot of work and it takes a tremendous amount of not only time but money because you're spending an exceedingly important trained senior embryologist to train somebody who is not that and therefore you're actually taking two people's time in order to spend time on training. These schools allow first part of it at least to be done.


    completely outside of the laboratory and not affecting normal operations and things that are going on at that and not taking away your senior embryologist from doing the great work that they already know how to do. So it's very inefficient to do it inside your own house. another program is called West or World Embryology Skills and Training out in Carlsbad out here in California. I have been a user per se yeah, yeah, yeah.


    Griffin Jones (24:40)

    I know Debbie and Bill have been at it a long time. So I don't mean to say that


    nobody's been doing it. It's just that now it seems like more people have realized like we need more and I know that IVF Academy has invested.


    Dr. Jason Barritt (24:45)

    yeah. And Tony's been doing it for years too.


    Tony's been at it for probably 10 plus years too. And going down to Texas to get trained and things like that. So many have seen this. What it gives is a giant basis for the field and everything about it and your ability to do it and want to do it. And that is the key thing. We're selecting out the...


    individuals who really want to do it really will dedicate themselves to doing it. That is the key to the success. And if you can have that done by somebody else, you can get a candidate in that is even better and has a much better base to jump off from. Additionally, you can send people for additional training on specific skills and updates on those things, which is a huge advantage because it takes forever to do that inside your own house unless you're very, very large. And if you have six people that need to get trained, you can't do them.


    You have limited resources. This type of program allows


    also helps them advance faster in their career. I know it sounds like a big commitment at the beginning, but the truth is, that's what an apprentice situation was about. And that led to unbelievably wonderful things for many, many people in long careers.


    I am fully for external training.


    Griffin Jones (26:00)

    The thing I want to conclude about is you can't talk about the lab or AI or any of it without talking about Conceivable. And it took a lot of people by storm last year in terms of people being really impressed with the system. And I I think they've got some things that they're going to be publishing this year, which we look forward to following. But the report, the state of report reported on and your discussion with Steve Brooks,


    about the economics paper of economics in the lab. And that gets people thinking about Conceivable, but it is an issue certainly apart from them, whether people are trying to solve it with robotics and automation or not. What did you think of or did anything come to you after that conversation that you would further add?


    Dr. Jason Barritt (26:47)

    It is coming and it's coming faster than any of us would suspect. The reason is consistency and cost-effective use of resources. These are not cheap systems to develop, build, and put in place. But the truth is, once they are in place, they are the most efficient use, not only of the time of the people, but of the equipment, and therefore we can serve more people.


    and do it at the highest quality level, which is really what we're in this for. We want them to be able to get served. And the only way to do that is to have systems in place that allow it to be cost effective and available when they need it. And that is the key thing here. The system is going to work and it's going to work very well at big scale.


    This will allow it to be more centralized. I'll call it hub and spoke type situations, but of the highest quality care that is available to make it succeed at a level and be able to have


    unbelievable consistency.


    Griffin Jones (27:48)

    Dr. Jason Barritt, thank you so much for coming on and helping us think about this.


    Dr. Jason Barritt (27:53)

    you. Have a great day.


    Griffin Jones (27:53)

    Another special guest at my door Lauren Berson is here with a special cameo appearance. Thanks so much for joining me Lauren


    Lauren Berson (28:01)

    I am pumped to be here.


    Griffin Jones (28:02)

    First, let's go over the state ofs and then I want to get your opinion. start with EMR slash clinic operations software category. The state of report that Inside Reproductive in January regarding that category really had to do with


    fertility centers are so fragmented with their data, a lot of that has to do with people are trying to use EMRs as operating systems for everything when they were originally built to just be that electronic medical Eduardo Harrington talks about


    Lauren Berson (28:33)

    Yes.


    Griffin Jones (28:36)

    there's not a ton of CRMs at the clinical level. That's, I think, part of the problem. What's your take on this?


    Lauren Berson (28:41)

    this industry, think has been ignored by technology for a long time. And I don't, I've never really met a clinic that loves their EMR. But when you speak to, clinic staff who are embedded in this EMR all day long, trying to get things done and improve workflows, I think the reality is it took them years to integrate and it takes years or months.


    right, to make changes. And it becomes a really challenging balancing act if you actually want to get things done. And I think the way we entered the space, instead of being a system of record, right, we thought about becoming a system of action. Meaning, to exactly your point, how difficult it is to make change in that core system of record.


    there's a sort of set of emerging players like Conceive, like, Wawa or Salve that are trying to kind of say, you know what, we might be more of the operating system that connects patient management, clinic workflows, and maybe even payments into one system. And we can integrate with the EMR eventually, but we can actually get a lot more done given that those systems are just not as nimble, right? They're fragmented, not tech forward in a way.


    I think there's a lot of momentum in that space, but at the end of the day, you still need an EMR.


    Griffin Jones (29:58)

    Is part of the challenge the scale and how small the fertility space is and it makes it harder to scale? Like if we were in a bigger field, would this be happening more quickly or would it be easier? The report mentions Metatex and I think they do business in the United States as well, but they've done a lot of business in Europe and they formed from the Nexus group and they're in


    over 500 facilities in over 50 countries. They're in 2,400 clinics in 70 plus countries, or at least and nexus and astria, if I'm saying that correctly. And so they're able to reduce paperwork, they're to minimize disruptions. I think that helps having that scale. And when you're plugged into an entire continent like that,


    Maybe that's the only way to do it. Maybe it's global or you see that? it global or bust? And would this be happening faster if the fertility space were larger?


    Lauren Berson (30:53)

    at the end of the day, what we're dealing with is complicated practice, complicated workflows, burned out clinicians in some cases.


    And so there's almost like an aversion to changing systems, right? Because it took them so long to get there and they have so much on their plates. At the end of the day, adoption requires, deep integration, time, ripping out what they spent years working on. And if they're still getting things done and serving patients in a way in which they feel works,


    it's really, really difficult to maintain or create that kind of change.


    Griffin Jones (31:28)

    Do you feel like that you need to focus on the US as an entrepreneur or North America or can you do global all at the same time?


    Lauren Berson (31:37)

    You know, it's interesting, we can and will do global. In particular, we have nurses and coaches around the world. We have some folks to support all different time zones. When I started the company, felt like, first of all, I'm here and I understand the US healthcare system the most. I felt like globally things would be too different, right? In terms of.


    their healthcare systems and how patients move through the journey. And I've realized that there's actually a lot more commonality than there is difference. And so, know, Conceive in particular definitely lends itself well global presence.


    Griffin Jones (32:09)

    To your point too, there are some resistance points to change and I think it has to do with kind of when the company started. I think some companies started just before the internet even or before internet 2.0 at least and before the cloud. And so it's a lot harder for those companies to transition. Some are just starting now and then some are kind of in between. think Artisan's in an interesting position because


    Lauren Berson (32:22)

    Totally. Yes.


    Griffin Jones (32:35)

    They've been around for a little bit, but they started off in the cloud and they have also expanded a lot in different parts of the world. And so they've been gaining traction and then they decide who they're gonna integrate with. So they've integrated with CycleClarity. love that by the way. Anybody that integrates with CycleClarity, feel like just everybody should.


    Lauren Berson (32:40)

    Yeah.


    Agree.


    Griffin Jones (32:54)

    it makes sense from a value standpoint. I like that they've done things with Xiltrix and so in focusing on lab safety. So I like the way that Artisan is has been expanding. And then I'm interested to see some new challengers come in the space. Engaged MD was a company that


    Lauren Berson (33:02)

    Mm.


    Griffin Jones (33:09)

    has been around for a while. This report talks about like now they kind of like have their first competitor like Berry Fertility is here. think Berry engages with Pinnacle if I'm not mistaken. Fact check me on that audience. But they have a smart intake solution. so they're working a lot more than than just consent.


    Lauren Berson (33:20)

    I


    Griffin Jones (33:28)

    It's about business intelligence, getting deeper insights with analytics and accelerating clinic workflows. I'll be interested to see what Berry does. For you, how do you feel like you have to decide how far you're going to expand into versus like that would be a distraction?


    Lauren Berson (33:45)

    I think the reality is we're still learning and we will always iterate with consumer demand, right? Which is patients and clinic demand because we serve, we service both. So for example, a year ago, if you had asked me if we would ever have patients talk to AI, I would say, absolutely not. Patients come to us because they want emotional support and they want to know they're talking to a human. Consumer behavior has changed significantly, right?


    So we have, you know, we're starting to integrate AI in the front lines. You'll always know if you're talking to a chat bot, right, versus a human, and you can always bypass that, but it's just changed. I used Chat GPT for therapy once, you know, like we're in a crazy, crazy world. As we've embedded deeper into clinics that we partner with, and I think that is the key, really embedding yourself into workflows, we've identified new opportunities and challenges that are just not being solved. Again, because if we look at this space,


    it's really nascent and there's just not a lot of solutions that have gotten traction. And so we will absolutely evolve our offering as sort of the market dictates and as our partners dictate. Cause we have some really deep partnerships now where we get into the clinic and we observe things that we can actually easily do because we have a technology solution that now is integrated.


    Griffin Jones (35:00)

    Do you feel that patient experience and patient journey is the thing to solve for right now?


    made so many advancements on the science side. And of course, there's always more improvements to be made, but the patient journey has really lagged. Patient experience has suffered.


    so that brings us into I think you really occupy a space. Is this the thing to solve for right now?


    Lauren Berson (35:24)

    I think there's so much to do, candidly. your point, I think the most we've done is innovation in the lab and the research there. Like we've definitely come a long way in the last several decades, but in many ways, we're still in infancy stages. I've said this many times, but I really believe that, right? We've, know, IVF outcomes have improved and that's amazing. And there's more and more research.


    looking at how do we improve egg quality? How do we even measure it to improve it? There's a million different things. I do think the reality is, that's what's been ignored, is the patient experience. But I would clarify a little bit. I love about Conceive, obviously, because it's my second child, and my life's work, is that we do two things. We are actually solving for patient experience, but clinic outcomes and ROI.


    So not only are we there 24 seven for patients to give them both the clinical reinforcement. So reinforcing their care by doctor, by patient around the world, wherever you are in three minutes or less, but we're there to provide emotional support, right? And then community on top. we are the full patient support layer, but by virtue of what we do, we're actually accelerating time to treatment, Reducing clinician workload.


    and improving service recovery and reputation. And so I think those two things are really important to go hand in hand, Because I think there have been definitely a plethora of companies that have approached this from sort of just the patient angle, community groups and things like that. And I think that's great. And those need to exist and they will, right? There's thousands of Reddit forums and Facebook groups. But I think by actually providing almost like a digital twin for Dr. Copperman in New York, so that if you leave his office and you forget what he says, you come to us and we'll remind you.


    To reinforce those SOPs and extend the reach of the clinic, that's the real sort of integration layer, I think, that is the thing that has not been solved. So while I think in some, a lot of things need to be solved in this space, I think this is a big one and it hasn't really been touched.


    Griffin Jones (37:22)

    And we have to too, right? Because patients are just stressed the F out. I like the research that Dr. Domar was referencing. but she saying they work with Navy SEALs, they work with the NFL, they used to work with Russian Olympians, and they've never seen stress tests, stress levels like they saw in the women that they were following during the Stim phase of their cycle. And...


    if we don't solve


    for this is only going to get worse and worse. It has been getting worse, I think, because of the anxiety of we're used to instant gratification and then with the more potential for communication. But if that potential is unmet, then anxiety raises. It seems like patients are demanding it.


    Lauren Berson (38:06)

    love Dr. Domar's research so much and all of the effort she's put into really understanding like levels of anxiety, right? And I think what's unique in fertility, which is why I think you see this a little bit differently because most patients are afraid to advocate for themselves.


    But because this tech, tends to be a cash pay experience where you're shelling out tens of thousands of dollars. I think you have this sort of like, OK, wait a second, right? I want better care than this. And I didn't like that the way that was communicated or this completely fell through the cracks or there was an error here or an error there. And so I think all of this overwhelms the system. And the reality is these journeys are absolutely all consuming.


    They take over your life when you're going through it. Like we measure, we map to the PHQ-9 on these markers of mental health, reduction in anxiety levels, improvement in optimism. If you just have a little support, right? Just a little bit more than ChatGPT-ing your way through it, like you're gonna have a better outcome.


    Griffin Jones (39:04)

    Tell us more about what you've done with RMA of New York and others, what Conceive has done.


    Lauren Berson (39:09)

    we do really three things really well. 24-7 care. You text us any time and we answer you in several minutes from nurses and coaches. When we're partnered with a clinic like with RMA of New York, we are there to reinforce your care every step of the way based on what your doctor's preferences are. So Dr. Copperman versus Dr. Sekhon they have different preferences even within that clinic.


    And so we know Griffin is a patient of Dr. Sekhon and we're gonna answer this question probably the way she did in your appointment, but it's so overwhelming you don't retain the information. And we do it in minutes, the sophisticated questions like get on FaceTime and do IVF injection support, or should I do PRP for my endometrial lining And then secondly,


    ⁓ we have coaches. And this, think, I like to say we put the care in healthcare.


    they do is they excel in just like helping you get your life back. And by virtue of this, you're able to make decisions and move faster through the journey because you're not getting stuck with, how do I manage my doctor appointments with work? We help you map all these things out. We go really deep.


    The third thing we do is really diagnostic support. That's more preconception, but we can support patients who are actively in treatment, who are doing, know, who want ovulation support through blood testing.


    able to move patients faster through the journey, but vastly reduce time spent per patient per month. We have after-hours support, so we take over that out-of-office message. you message your clinic at 5:01 and they say, our office is now closed, Conceive is there front and center, we answer those questions. And if the patient is satisfied, we send a report to the clinic. So they literally don't have to answer those questions the next morning. So we're really reducing duplicative work and reducing work on the clinician's shoulders. And the third piece,


    that comes out of this is really the reputation management. We're the first place that patients come when they're upset about something. They're not always going to tell the clinic. The clinic will hear about the really crappy experiences, but everything in between, it's kind of that Yelp effect. And so we're able to help improve workflows before they become issues, identify when patients are maybe getting sick from a new medication. We've done all of those things with our clinic partners because we have this unique data lens and layer to say 10 % of patients are stuck booking their next appointment.


    12 % of patients got sick from this new medication. And so we can help the clinic both solve one-off urgent scenarios of patients maybe wanting to leave, but also overall workflow improvement.


    Griffin Jones (41:33)

    All of the patient populations prior to needing IVF are also folks that need this type of digital interaction because if they just are asking all these questions to a fertility center, forget it, there is no bandwidth for it. And I think some have done a really good job of that. read in the report that Doveras I don't know if I'm pronouncing that correctly, maybe it's Doveras but they have really focused on that. They've been able to


    Lauren Berson (41:48)

    There's none.


    Griffin Jones (41:59)

    help to fill the preconception gap. They took over 100,000 clinical studies, they synthesized them, make it into a personalized experience, and then they did a study with 600 participants from 46 different states showing their engagement, and more than half of those hadn't even seen a fertility professional yet. So we need something for those kind of folks. seems like...


    Lauren Berson (42:22)

    Yes.


    Griffin Jones (42:23)

    Doveras is tackled that and maybe you all have too.


    thanks so much for coming on and helping me think about this.


    Lauren Berson (42:29)

    Always a blast hanging with you, Griffin.


    Griffin Jones (42:31)

    Doctors, nurses, managers, embryologists, they're responsible for way, way, way, way too much data entry. That's the central theme of the State of Artificial Intelligence report that was published by Inside Reproductive Health in January.


    Data flows aren't automated. They're often manual. They're left up to the patient very often. a loss of control at the clinic level of how that happens.


    and it's very expensive to pay personnel.


    people that takes to move a patient through.


    that clinical experience from team member to team member.


    That's my good friend, Dr. Eduardo Harriton.


    of RFC of the bay area.


    painting the picture for us.


    of what's going on with the underlying need for artificial intelligence for a number of different applications in the clinic and the lab.


    There's just too much variability.


    and that gap appears to be widening.


    Patients expect personalized predictions, not general ones. They want transparency. When they say transparency...


    They mean they want real-time updates all the time.


    and they want it all to be But the legacy tools still require so much repetitive manual inputs.


    And so the measurement's inconsistent.


    So it's not like AI.


    is a single category.


    That's just the way we've been reporting on it now.


    there's a lot of different applications.


    and have to do with the problems that clinics are facing.


    So clinics struggle with inconsistent follicular measurements.


    inefficiencies of standard monitoring protocols.


    And those challenges don't just affect clinical accuracy and patient experience.


    messes up the predictability of lab and clinic workflow.


    The report talks about how psycho clarity has been making a huge headway.


    in resolving those issues for clinics.


    They compared 177 IVF cycles.


    where the REIs under predicted mature oocytes by 4.8.5%. But CycleClarity's algorithm


    over predicted only by 0.71%.


    in that cohort.


    Cycle Clarity was much more accurate.


    They also looked at some retrospective data.


    with 858 patients.


    and found that Cycle Clarity is ultrasound monitoring.


    produce the same outcomes.


    as traditional monitoring


    time that it took to do all that was 66 % less. If I'm understanding correctly, you should go to the report to link to the original sources in case my interpretation is fuzzy.


    what this means.


    is that we have an AI tool.


    that's as or maybe even more accurate.


    then the way


    Doctors and techs are doing it now.


    and it can be done so much faster.


    and communicate so many other technologies in real time.


    Whether it's Cycle Clarity or others, these are the things that we have to be doing to get rote work off of clinicians and staff's plate.


    You had similar things happening in the lab. Future fertility has been.


    growing by a lot they recently added to insure coverage in Canada.


    They help with oocyte grading. So obviously, two really big applications for that are fertility preservation and donor egg.


    They've got a couple different products, violet, magenta, rose.


    They introduced euploidy insights. Not sure if that's a product or a feature, but it's a non-invasive model that identifies which oocytes are most likely to develop into euploid blasts.


    So it's Future Fertility if you want to check them out.


    One of the things the state of artificial intelligence


    reported on


    is that patients are waiting far too long.


    for treatment, they're waiting far too long even to get diagnosed.


    Only 16% of women with infertility are ever formally diagnosed, according to this source. Some wait up to 11 years.


    And the OBGYNs, who often see them first, they often don't have the tools.


    or the training or the experience to properly assess them.


    Levy Health has a clinical decision support system. They try to reduce the delays helping OB-GYNs the channel, giving them structured diagnostic pathways. In one of their pilots, 96% of women using Levy's software unknown diagnoses.


    They averaged three newly identified conditions with many beginning treatment within eight weeks.


    So they're triaging patients, they're triaging patients, they're triaging egg donors. streamline reserve revaluation.


    among other things. so the whole point of Levy is to shorten the screening timeline.


    to two to three months. So you're reducing the high attrition that often happens with donors and with patients for that matter.


    Because Levy's taking care of that further upstream.


    The report shows just how broad the AI category is.


    We're scripted as a media company.


    hundreds of thousands if not millions.


    of women's health patients.


    read and listen to at one point or another.


    But they made the first LLM trained exclusively.


    on medically reviewed women's health content.


    at according to this report.


    And they built it on Rescripted's content library and the resources provided by their partners. They call it Clara. Good name, Rescripted.


    and they reach roughly 20 million women monthly. Is that right? sounds like a ton.


    Either way, it patients for.


    and those patients to determine what their probabilities for success are.


    and UNIFI's machine learning apparently breakthroughs in that area because a lot of different clinics participated in that Univfy study. I don't know if you saw that study.


    There are a number of different clinics. I wish I knew how many the patient number was at over 24,000.


    And according to the report...


    had dramatically higher conversion rates.


    The report says 213 % those going to 180


    and 241 % higher total IVF utilization, though I don't know over what time period.


    That's referencing.


    That would be really big. know Univfy has done a lot with machine learning.


    You all can find the report.


    by clicking through the sources listed in the State of Artificial Intelligence article. check that out.


    because Univfy might be something that would really help you with your conversion rates.


    And we haven't even gotten to business insights which is an area that US fertility again.


    with my friend, Dr. Heriton being big of that, an IVY Fertility.


    standardizing their data.


    Because USF might have one EMR, but you're still acquiring clinics, right? I'm not sure if Ivy has one EMR, they might have different ones.

    Even then, it's been entered different ways. You got to standardize that data some way. That is a nightmare to do.

    You need a whole team of data scientists and data entry people cleaning up the data, double checking their work. They use Cercle You may have heard about Cercle They seem to really like it. Cercle was a company that asked a couple different people about who's adding the most value right now. I didn't prompt them with any multiple choice. Didn't even ask them what AI company is providing the most value. I just said what company is providing the most value. More than one person told me Cercle. That's how I heard about them originally, and it's because they address that fragmentation by standardizing the diverse data sets into usable formats for clinics. And they're really focused on reducing the hallucination rate so it's accurate, scalable, data-driven. And that's what we want AI to be.

Kindbody
LinkedIn

Conceive
Website

Dr. Jason Barritt
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Lauren Berson
Website


 
 

277 PGT's Crucial Moment. Drs. Meera Shah & Deirdre Conway

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


For more than a decade, the debate around PGT has felt like the same arguments, the same uncertainty, and little change in day-to-day clinical decision-making.

So what’s different now?

Joining the conversation are two REIs, Dr. Deirdre Conway of Utah Fertility Center and Dr. Meera Shah of Nova IVF. Together they examine how recent events, emerging data, and evolving lab practices are reshaping how physicians think about PGT.

They discuss:

  • What has changed since the late-2024 class action lawsuit against PGT labs

  • How practices and networks are evaluating PGT lab partnerships today

  • Why IVY Fertility has not yet selected a single PGT lab

  • What additional evidence clinicians want to see around PGT-A and PGT-G

  • Which PGT lab stood out to Dr. Conway (And the story behind her first case)

This is a grounded, clinician-led conversation about evidence, accountability, and what it would actually take for the PGT debate to move forward.


The New Standard of Care in IVF
Juniper Genomics’ PGT-G for “Genomics” delivers deeper genetic insight beyond standard PGT.

  • Built for high-performance IVF clinics.  

  • Scale seamlessly without disrupting workflow. 

  • See how leading clinics are adopting the next generation of PGT. 

Start a conversation with our CEO, Jeremy Grushcow, PhD. 

  • Griffin Jones (00:03.941)

    Dr. Conway, Deirdre, Dr. Shah, Meera, thank you both for joining me for a technical difficulty free episode of Inside Reproductive Health.


    Deirdre Conway (00:15.192)

    Thank you.


    Dr. Meera Shah (00:15.22)

    Pleasure to be here, Griffin. Thank you.


    Griffin Jones (00:18.125)

    It seems to me as a lay person, not as a clinician who's looked at the literature at all, that the debate around PGT has been the same for the 10 or 12 years that I've been in the field. How much of it is the same versus how much has changed?


    Deirdre Conway (00:39.34)

    I mean, I would say.


    I can speak from experience a little bit. was thinking back to my fellowship days at UCLA, and we were having one of our many feisty journal clubs that involved this exact topic. And this was, I think it was about 2010 or 2011. And it was just the same conversation as to whether PGT should even be used and for whom, and does it even really move the needle? I mean, this was back in, this was actually in the fish days, like where people were using very basic technology.


    to screen the number of chromosomes in the embryos. And there was so much controversy about it. And I will never forget in this big room full of a mixture of private practice doctors and academic physicians and all of these fellows, this embryologist sitting there that was one of the senior embryologists in the lab that we used at UCLA. She said, in my heart of hearts, I know PGT is the future of IVF. And that comment just raised for...


    for years just you know so much controversy and everyone is up in arms in this journal club because it was like well where's the data right like I think that's sort of the heart of it and I think we've come a long way because obviously there's been so many iterations of different kinds of technology to screen the chromosomes in the embryos and it's been broken down into the different age groups and I mean the technology is changing so quickly it's almost hard for us as fertility doctors without a genetic background to keep up with it but at the end


    day I think we've learned so much and I think it's definitely very helpful and applicable for certain patient populations. You know, but it is like the circuitous conversation that we continue to have and I think it's tricky for us also because we're always trying to work within, you know, the confines of ASRM guidelines and be ethical with our patients, but there's so much consumer information out there in the world too that makes it really hard to balance, like, you know, what information do


    Deirdre Conway (02:40.152)

    we feel good about disseminating to our patients versus what they're getting from the consumers or just from marketing itself and trying to figure out like where is that healthy balance and with whom is it exactly perfect for.


    Griffin Jones (02:52.058)

    Why do you think she said that, that in her heart of hearts she just knew that PGT was the future?


    Deirdre Conway (02:59.882)

    I think she just...


    felt like we were on the brink of something huge within our specialty. And I think she believed in it. And I think she maybe appreciated that there would be changes that would make it better and we'd learn more. like at that point, I think it was still, mean, that was right, like you said, 10 to 12 years ago, where it was like the technology, lack of better word, it kind of sucked. Like fish wasn't great. like it just was terrible technology at that point. But I think she


    felt like it was like icksy, right? Like there was just this major change that was about to happen in our specialty that was going to move the needle in a really positive direction, but she couldn't exactly explain how that was gonna happen and how it was gonna shake out. So I think she believed in it, but it was like the data was still not there.


    Griffin Jones (03:54.267)

    So why does the debate still seem so circular, Mira? Is it because we haven't had sufficient scientific evidence mount on either side? Or is it that more or less an equal amount of scientific evidence has been piling on each side of the scale? What's going on?


    Dr. Meera Shah (04:13.396)

    made lot of progress in the last 10 to 15 years. mean, if you look at the utilization of PGT in all IVF cycles in 2011, it was under 5%. And now it's over 50%. And many clinics are doing all PGT cycles. So clearly there's been some compelling data that supported the use of PGT for embryo selection. And I do think that the data in certain populations is, again, compelling that it improves by birth rates and it reduces miscarriage rates and that it promotes


    the single embryo transfer. I think what we've all been frustrated with is a few things. First, know, the stagnation and the success rates. I haven't really seen the needle move that much in the last five to 10 years. We still see that 40 to 50 percent of patients are going to fail a euploid transfer and that is, mean Deirdre and I can attest to the fact that those are the hardest conversations that we have. We don't have answers. Women are blaming themselves. We start going down these


    diagnostic rabbit holes, we start doing empiric treatments out of desperation, right? When probably if we just transfer another embryo, they're going to have a pretty good success rate. And we know that because there's good literature now supporting that with three, two to three, you employ transfers, the cumulative life birth rate is going to be above 80 to 90%. So we know that there's really not persistent maternal factors in most cases. So I think from my perspective, you know, the frustration lies in that we've kind of stagnated


    with those success rates and we haven't seen a lot of improvement. There has been some improvement in PGT platforms, which we can talk about later in the podcast, but I think, you know, some of the mistrust in PGT results and the misleading marketing that PGT companies do, I think we as clinicians have to be very transparent in telling patients that there are limitations to PGT, that, you know, a euploid embryo, I mean, PGT is a screening test. We have to be clear about that. It's not a diagnostic test. It's screening an embryo for viability, but it's not


    the ultimate test. don't know whether that embryo is going to lead to a live birth until it's actually transferred. So I think with these recent class action lawsuits and a lot of now mistrust in the public about PGT resulting, there's all these new clinical trials showing that these abnormal embryos are leading to healthy babies. We have to do, the onus is on us and the PGT companies to really be very clear about what the platform offers, what its limitations are. And before we go and discard quote abnormal embryos,


    Dr. Meera Shah (06:42.976)

    we need to be clear to have another conversation with the patient to be sure we know, you know, what the patient understands about that. So those are some of the things that I think are ongoing in this debate. And, you know, I think the future is bright with PGT. I think we're starting to see some newer platforms that are starting to really push the envelope a little bit, looking at genomic information in a different way. And we're starting to look at lethal variants and reduced viability variants that can impact the viability of an embryo.


    so that ultimately as clinicians we can better prioritize which is the best euploid embryo to transfer.


    Griffin Jones (07:20.496)

    This is not a rhetorical question. Again, a guy that does not have a clinical or scientific background. it is an open-ended question, even if it might not sound like it. Why doesn't the stagnation in success rates conclude the debate? Like if you've had the technology advance for the last 10 years and success rates are very similar, why doesn't that put the


    Arrest all this.


    Dr. Meera Shah (07:54.824)

    think that there's been some improvements in PGT platforms, for example.


    I think in the past they've mainly been like a single modality platform using FISH and then it became ArrayCGH and QPCR and then now NGS is the primary platform for most PGT. And in recent years we've started to see that that's shifting now to a more dual modality platform that now you're using NGS plus SNP and you're using a secondary platform to get more accurate information. And so I think now with the advent of being able to take a trifecta and biopsy and do whole genome sequencing,


    able to look for even tens of thousands of more variants that could reduce the viability potential of an embryo. So I think we're now starting to see that, you know, with the technology we have, you can take a few trifecta term cells and do a lot more analysis on it because of the better technology and the arrays that we have and the better genomic information we have to correlate certain variants with clinical outcomes. think the combination of those two things are really going to allow us to see, you know, push to a higher


    success rates and hopefully a removal from the stagnation that we've been in the last 10-15 years.


    Deirdre Conway (09:04.824)

    But I think to spin off of what Meera is saying also, we've been able to very clearly define what patient populations it's helpful for, right? So there's like...


    a lot of changes in women as we know, because men genetically change in a very different way, because you're always making sperm, as opposed to women who get to have all of our eggs with us even before we're born. So the aging in eggs and the way that the genetics in the eggs get stickier as we get older makes it such that women in their later 30s, like 38 and up, getting. And I think for many years as the technology improved, in those age groups, in their later 30s,


    beyond, there's definitely very clear benefit to doing the genetic testing on the embryos in general so you can define which embryos are genetically euclid.


    Griffin Jones (09:55.803)

    Sorry, dude, I'm gonna have to cut you off. Somebody have a door open or is there something going on either one of your halls? I was just, I was hearing like office background. are there, can you hear people in the back there? Really? Okay. I was picking up something. So let's,


    Deirdre Conway (10:04.44)

    totally silent.


    music.


    Griffin Jones (10:23.488)

    Let's have you pick that thought up. Deirdre, sorry, I was going to.


    Deirdre Conway (10:25.134)

    I mean, I think what's confusing is, and let me know, maybe I wonder if, I mean, I'm.


    inside my office, but there's like a nursing station, I don't, I don't hear anything. anyway, I think there's certain populations of couples or individuals that are older women that clearly do benefit from the genetic testing. So you can further define how much embryos are going to give you that highest implantation and pregnancy rate with the lowest miscarriage rate. think what, I think what Mira like emphasizing is in the younger couples where the, like the egg source or the female partner, where if it did don't,


    egg created embryo. It's really been very like plateaued for so many years. So it's like there's got to be something else going on with those within the embryos genetically or something qualitatively with those embryos like that we just don't have the bandwidth to be able to see. So I think there are certain groups of people that definitely clearly benefit from it. But it's like these younger age groups and donor created embryos where you're not really seeing even much of a difference.


    difference between pregnancy rates and life birth rates with or without genetic testing. And yet these people are not all getting pregnant. And it's like, why is that? And so like you're saying you go down these rabbit holes of trying to figure out all of these things that are ultimately probably not that helpful on the implantation side. And then we're just, feel like on the brink of having more information that could be more useful for people moving forward. they're not being utilized. don't think by like, I don't know that many people that are


    really like utilizing any of this more advanced technology on embryos and I think people are reluctant also to change because there's so much you know litigant is kind of a litigant society and when you have a company you're comfortable with using you you don't want to just like pivot to using a new company very easily.


    Griffin Jones (12:21.476)

    When you stratify the data based on those particular patient populations, do you see a more meaningful impact on success rates?


    Deirdre Conway (12:32.13)

    I mean, we personally are very conservative with the genetic testing. I we've used the same genetic testing company for like seven or eight years in my clinic because we are so nervous about changing. And it's hard because you want to find the balance of like you want a genetic testing company that's advancing their technology because it's changing so rapidly. But at the same time, you want to be really careful because it's, I think, hard for us to understand what they're really offering in a lot of this new technology.


    is also from a consumer standpoint, extremely expensive. Like it can be 2,000 to 2,500 because the technology is there, but it's so new, it's very expensive still. And so I feel like you wouldn't be using this for like every patient doing genetics screening on embryos yet. So I don't feel like we have that information yet. I feel like we're kind of on like the tip of an iceberg in a way, like we're almost there, but it's not really commercially used very much yet. And so we have it in my clinic with


    really changed anything about what we're doing as of yet.


    Griffin Jones (13:35.745)

    To get us over that iceberg, Myriad mentioned that there are newer platforms looking at genomic variants. Who's doing that? Who are you paying attention to?


    Dr. Meera Shah (13:49.652)

    clinical advisor for a new PGD company called Juniper Genomics. And one of the things that fascinated me about Juniper Genomics is that they are the first platform that's actually a dual modality platform looking at the DNA and the transcriptome of the embryo. And by getting that additional layer of information, I think that's going to lead ultimately to more accurate results. One of the biggest concerns that I think a lot of us in clinical medicine share is that we are


    a lot of potentially viable embryos. And when I did some of the clinical validation work with genipurigenomics, and we had taken a subset of embryos that had been tested with standard PGT, we had rebiopsied them and actually biopsied the inner cell mass and the entire rest of the embryo. We found that 25 % of aneuploid embryos were reclassified as euploid. That means that we are definitely discarding embryos that have reproductive potential.


    to me is something that I've always felt, but seeing that data present in that way was really supportive of that underlying suspicion that I've always carried. And that suspicion has really been something that I've carried more and more as I've been transferring, for example, more mosaic embryos. And I've had huge success with transferring mosaic embryos and all of these pregnancies have led to healthy live births with no persistence of the mosaicism in the live born. So what Juniper Genomics is doing is they're starting with


    the dual modality platform looking at the DNA and the transcriptome of the embryo. And then they're the first platform that's actually looking at a group of reduced viability variants that may affect the ability of the euploid embryo to implant successfully. So they've taken an expert panel to curate a list of over 20,000 genes that are associated with developmental issues in the embryo implantation. And they are able to call that out in the embryo with the same


    of trifecta-derm cells that you would do a normal PGT biopsy. So what's great about this platform is that the workflow stays the same for the clinic and the lab. The embryologists are still doing their normal trifecta-derm biopsy. You don't need more DNA for the sample. And the kits and everything are just as easy and straightforward to use as any other PGT platform. But now I'm getting these reports that offer, you know, so they offer a two-step workflow wherein a patient can first opt in to get PGTA results. And then once we review


    Dr. Meera Shah (16:19.342)

    that PGTA result, we can go into PGTG, looking at a deeper dive into the genome, looking at these 20,000 variants in the genome that may affect viability so that we can then further prioritize which euploid embryo may have the highest reproductive potential. And our patients are really, really interested in this information. I'm based in the Bay Area where our patients are eager to get as much information. I have patients that are optimizers that want to optimize everything from their very first sight.


    And then I see a lot of edge cases where patients have, you know, been to three other clinics, done five other cycles and are coming to me as the last resort. So this platform I'm using for those patients, but also just it's become our standard platform for all patients because I'm finding that number one, we are seeing more eucloid embryos called. So almost every patient that I've seen of all age groups has had at least one embryo to transfer. And this is in compared to our traditional PGD platforms where I feel like a lot of


    patients are getting no euploid, having to do second or third cycles. And that's a huge cost burden on the patient, not to mention the emotional toll. So I'm finding that this platform is valuable to me because it's allowing me to have more confidence and transfer an embryo with a higher success rate. And I am actually seeing that I've had almost 100 % implantation ongoing pregnancy rates in the transfers that I've completed so far. I'm also finding that the patients are really appreciating the additional layer of information, the ability


    Deirdre Conway (17:29.006)

    you.


    Dr. Meera Shah (17:48.954)

    to be able to rank their u-point embryos by something more than just the morphology. In fact, it's really interesting to see that what I would have ranked as the best embryo to transfer based on morphology is different than what the Juniper platform might tell me is the best embryo based on what reduced variants were detecting in that embryo. So I think we're just getting more information. It does bring about more nuanced, complicated conversations with patients, and that's why their team has a really wonderful group of genetic counselors that are able to do pre-test counseling, post-test counseling,


    and everything in between. I think that's so vital to any new PGD platform that's offering something more unique is having those resources to make sure that burden doesn't fall all on the clinician. And they are able to do that. So I think the combination of more information, better prioritization of the embryo selection choice, and patients really loving this additional information has led to some great success in our clinic.


    Griffin Jones (18:41.84)

    written up down some follow up questions to ask for that. But Duj, I want to understand at what point you have to make these decisions as a group at the practice level, at the network level. You mentioned that, you know, at a company wide level, you're using the same lab that you've trusted for a while. What goes into the decision making process to decide, you know, we're going to try some other folks or we're going to bet


    this lab to see if they still are the ones and it and when is it appropriate to do that all in lockstep versus this doctor can just order from the lab that they want to and that doctor can just order from the lab they want to.


    Deirdre Conway (19:25.324)

    I mean, think that's a great question.


    Definitely think it varies from clinic to clinic and lab to lab. It depends on the network you're in. As you know, everybody's consolidating these days. so depending on the different networks, I'm sure that they have certain regulations that you have to work within a certain genetic testing company and all the clinicians are just going to kind of fit that mold. Our practice has been a little bit different because we started as a tiny little boutique practice. had three, two other positions and I was the third position joining this in 2012 when I moved from California.


    We were kind of using two different companies, but as our practice grew and things got busier and we needed it to be more streamlined we felt like it really was much safer and regulated in the lab if we all agreed upon one PGT company to be using just for workflows and nursing portals patients Everybody involved a lot of obviously the embryologists that are working with the samples and the kits and everything So there are exceptions so within our practice we use one genetic test


    testing company and we have decided that that makes the most sense for safety, efficiency, and also just like quality control and optimizing outcomes for our patients. So we used one and we kind of all agreed we had like a whole very nerdy system that we used where we like ranked each one and we looked at all the different platforms and I think I probably understood only half of it but you because a lot of it is like very technical right like all these different platforms that Mira was talking about and really trying to dive into understanding like what are the pros and cons


    of the different platforms that are used when they're changing so quickly can be kind of tricky, it also has to do with just customer care and just talking through the grapevine. And so we had our embryologists kind of stratify pros and cons to the different genetic testing companies. And then we made like kind of voted and made a unanimous decision to use one. Of course, there's exceptions occasionally just based on insurance coverage and things, but for the most part, we use one company. There has been discussion of trying to create a little bit even more uniformity.


    Deirdre Conway (21:27.84)

    on the platform on part of IEV Fertility and so it would be amazing if we were all using the same PGT company but it's just that you know I think when you have these systems in place and they're working for you it's a hard thing to change.


    Griffin Jones (21:41.774)

    Amy Jones, Ivy's chief quality officer was supposed to join us for this conversation. We ran into some technical difficulties. So some of those conversations that I would have pushed to her are just going to have to fall in your lap, dear, Devin and Mara. So you're just going to have to pick up the slack somehow. So even if you have to fake the funk, what's in the way of that happening at the Ivy level right now? Why didn't it happen two years ago or?


    Deirdre Conway (21:53.327)

    I know. Mira's here too.


    Griffin Jones (22:10.349)

    or six months ago, what still needs to be resolved?


    Deirdre Conway (22:14.21)

    I think.


    For one, just as I mentioned, each clinic and each lab, it's like, why fix it if it's not broken? I mean, one of the most traumatizing experiences to me as a young fertility doctor, early in my practice was I had a patient with a misreported result for a genetic test that was a PTTM case that was for a single gene. And they reported it as a carrier when in fact the embryo was affected and that child was born with cystic fibrosis.


    At which point we just made the decision to switch to a different genetic testing company and never changed since that And so I think you it's like you don't want to fix it if it's not broken Because there's just it's such a the genetics are so fragile such a fragile ecosystem and so I think each clinic in each lab is Very particular and when you have something that's really working for you I think there's gonna be a lot of resistance to change it, but I think there's also the weight of like


    new technology for one and trying to stay up on that because if there is something like Mira suggesting like for instance with Juniper with this amazing new technology where they have the ability to do the more basic genetic testing on embryos and then also


    can even go back, is my understanding, and add this additional layer of information that could be really helpful if this patient's story unfolds and they actually need the additional information. They can actually go back and get it from the genetic material that they have and the information.


    Griffin Jones (23:48.293)

    Have you used them at all?


    Deirdre Conway (23:50.186)

    I have used them. I would say not a lot yet, but I've been experimenting a little bit. I have one of the few patients that are going through with them, but one that's fully treated in an ongoing pregnancy currently. was like my sample size of one was a really amazing experience because it was somebody with a high number of failed transfers and miscarriages that then had two miscarriages to two different surrogates because we really weren't sure if it was uterine factor or embryo factor.


    And then finally after two additional miscarriages with two different uteri basically, we decided to try this juniper and it was like an experiment for me because it was new technology and it was kind of cutting edge. So we tried it and this particular couple now has an ongoing pregnancy with the same surrogate for the first time in their entire lives after like 10 years of infertility and losses.


    Griffin Jones (24:43.793)

    I can hear a couple eyes rolling saying, an N of one. But so far, so good.


    Deirdre Conway (24:46.83)

    I


    It was one. It was one. totally, yeah, only one. But I mean, I think, you know, yet to be determined. But I think the other barrier, I think just in general, is that there is a lot of like financial aspects of this when you're involving private equity, right? So then there's, I think, some consolidation in that space as well and attempt to align with private equity, seeing an opportunity potentially to capitalize on alignment with genetic testing companies. And I think, you know, like we are not there.


    yet in my platform with Ivy, but I'm sure that in some other larger companies, know, there's going to be some pull. But I think, it was just trying to balance the medicine, the science, the genetics, and, you know, potential opportunity financially as well.


    Griffin Jones (25:34.427)

    Mira, I'm gonna ask you a, please.


    Dr. Meera Shah (25:37.64)

    I just wanted to add quickly to what Deirdre shared, which is we're part of the same network, IV Fertility, and our private equity group, I think, is unique in that they let clinics really remain very autonomous in many ways and make clinical decision making on our own. And I certainly value that and respect that quite a bit, which is why we joined this network in the first place. But we are in the process of convening a group of clinicians and genetic experts to essentially do a deeper dive vetting on


    each of these PGT companies because our end goal, all of us, is to improve life birth rates, improve success rates. So we are currently in the process of vetting all of these PGT companies, evaluating their benefits and limitations, costs, looking at all of the parameters to ultimately try to have a short list of preferred PGT companies that we work with. I think when an individual clinic is looking to collaborate with a PGT company, it's really


    important that first they do their due diligence and research to look into the company and ask questions like what kind of modality is being used. it a single or dual modality platform? Because you are going to see more accurate results with the latter. Second is asking questions about the rebiopsy concordance rates. Like if they've done studies to look at that, because if you're seeing that the rebiopsy concordance rate is low, that's a red flag. And then finally, think mosaicism is something that every PGT company differs on.


    And it's really important to ask questions about what thresholds are being used and on what basis those are being used for what are the clinical outcomes that justify those thresholds. So, I mean, we all use our different platforms and I think ultimately we're all working towards using and figuring out the best platform to use. And so we are currently as a network looking into how we can better investigate these individual platforms and choose the best one as a global practice.


    Griffin Jones (27:35.825)

    I want to talk more about that criteria. Deirdre, do you remember the criteria that you used when you and your partners came together and decided to use one PGT lab? What were the specific criteria to the extent that you can recall?


    Deirdre Conway (27:49.066)

    I mean it was eight years ago that we switched, but it was at that time the best technology that we had, which I think at that time was like a race EGH and that was sort of where it was at.


    Griffin Jones (27:59.632)

    You said you had a nerdy system. you remember what were the rows on the checklist that you were checking off?


    Deirdre Conway (28:03.04)

    into like what is yeah so it was the platform


    I mean, and even then, I think we were discussing like percent mosaicism or no read also, because sometimes you'll get no read embryos where there just is no result. And I do think some companies have higher and lower no read rates, which is really frustrating for the patients because then they have to go back and decide if they're to transfer it without the information or re biopsy the embryo, which is not ideal. So that was part of it. And then I think it was also just a little bit reputation, honestly. And that was a whole column, just who we know that


    that uses them, what their experience has been with them, both from a scientific standpoint, just the results that they get, but also customer service, because some of the genetic testing companies can be, from a scientific standpoint, great, but if the patients are having a really bad experience with their side of it from a customer service standpoint, then it reflects poorly on us as well. So even though I think obviously, like you said, at the end of the day, it's success rates and moving the needle with live birth rates,


    want our patients to have a great experience throughout the process and it is a reflection of us. So that was part of it and I think it was both the embryology side and the clinical side talking to like friends in other practices that use them and seeing what their experience has been. And then what we did is we had like our top two based on the platform experience and also our nurses would do like a little meet and greet with their clinical team and like get a chance to look at the portal see how it would look for the patients for the nurses.


    And then we like tried each of them for a few months and then we sort of exchanged notes, compared them and made that final decision on who we chose.


    Griffin Jones (29:46.757)

    What about the criteria that you all are using right now, Mira? What does that look like?


    Deirdre Conway (29:50.222)

    Thank


    Dr. Meera Shah (29:51.934)

    think it's similar. You know, the platform that we use does also depend on the particular patient, what coverage they have. For example, our progeny patients have to use a specific platform that's in network with progeny, whereas our patients that have a different payer might be able to have more flexibility, more options for other platforms. So we are using Juniper for our first line PGT platform. However, we're working with progeny to share with them the data that we've had


    so far to essentially convince them that this is, even though it is maybe more costly, you know, at beginning of the process, that it may be more cost effective in the long haul. Because if we're reducing the number of transfers needed, reducing the time to pregnancy, reducing the miscarriage risk, this is all going to be in favor of what's best for the patient and also very cost effective in retaining patients as well.


    Griffin Jones (30:45.425)

    Do you have enough evidence to show that yet or would you like to see more and if so, what would you like to see more of?


    Dr. Meera Shah (30:53.918)

    course, you we're in process of collecting data. know Juniper is is really trying to collect a robust amount of data to present their presenting abstracts at different conferences. And ultimately, our goal is to present to present our live birth data. That's what we all want to see at the end of the day. So, you know, my my my experiences so far, you know, I've transferred under, you know, under 10 for 10 patients. And we like I said, I've had a much higher success rate than with traditional PGT. However, that sample size is small. So there can be variants. However,


    My experience to date has been positive, not only because I feel like the information I'm able to provide patients is satisfying a need for them. I've also taken care of many patients like Deirdre's patient that she mentioned, who have RPL, recurrent pregnancy loss, recurrent implantation failure, or again, they just had a lot of trauma related to failed cycles in the past, who are now having success on their first transfer with our practice using this platform. And so the reward has been very great.


    up to this point. hope to continue seeing that. But I know Juniper is actively recruiting patients for their research arm to be able to publish the data and to present it and provide a compelling argument for other clinics to bring this platform on board.


    Griffin Jones (32:07.793)

    So far so good. I want a bigger sample size. What's customer service been like for them? Because I think that some, to your point Deirdre, some labs over invested in customer service. Or I shouldn't say they over invested in it, but they sort of bundled it in, but it was a huge cost and it wasn't sustainable. And we saw what happened to PGT labs. So it makes me, it could make me cautious about


    other PGT labs, like, they going to be able to provide that customer service? What's that been like so far in your small sample size,


    Dr. Meera Shah (32:46.918)

    It's been very good so far. mean, from my lab standpoint, they're finding that the workflow is no different than working with any other PGD platform. The kits are very easy to use. The loading of the samples is straightforward. The communication with their lab team is great when samples are received and when it's undergoing processing. They have a portal now where we can access information, download reports, schedule consultations pre and post cycle to review all the information with the genetic counselor.


    very positive. So far they're very open to feedback and feedback that I've shared with them has been immediately implemented to create a really positive patient experience so far.


    Griffin Jones (33:28.183)

    Here's a dumb question, it's never stopped me from asking it before. It's never stopped me from asking such a question before. Do you have to do PGTG to see that difference in classification of euploid versus aneuploid, or can you see that sort of difference with just PGTA?


    Dr. Meera Shah (33:52.881)

    So they have a two-step workflow. So initially, the embryos will go through standard PGTA. Again, it's using their DNA transcriptome platform to get more accurate results. And then once we have those results, patients can opt in or out of doing PGTG. Most of our patients are opting in to do the analysis so that we can further prioritize which of their employed embryos are best for transfer. But the PGTA part is no different than any other platform where you're going to get a readout that says,


    euploid and euploid potentially mosaic if they believe that there's true mosaic signal in the embryo. So that part will look identical to what other PGTA reports will look like. And then the secondary analysis with PGTG will give you the deeper dive and give you a more in-depth analysis into which embryos have reduced viability variants that might affect the success rate of those embryo transfers. We still offer transfers of all of those embryos, but we might caution the patient differently. We might counsel them differently.


    we might potentially even talk to them about doing more cycles to have a larger bank or more embryos banked, but it is able to help us triage the decision making after that cycle is completed.


    Griffin Jones (35:07.761)

    Dear Joe, if we're having a different conversation five or 10 years from now that the scales have tipped one way or the other in this debate, what will have had to have happened for that to be true?


    Deirdre Conway (35:23.182)

    think that, I mean that's a great question, I think it would need to become more mainstream. I think that we're still just on the verge of this, right? Because I think here is like on the cutting edge using this technology and there's so many other companies out there that are fighting for.


    a little similar but different space. So I think it's going to have to sort out which ones are really helping to optimize the patient experience, but also like at the end of the day, pregnancy rates for these people that we see every day all day are the miscarriages and the failed transfers. But then there's these other companies out there doing similar types of technology, but it's looking at like different panels of genes for other markers. This is like the whole other, I don't even know. It's like the elephant in the room. I'm not sure I even want to bring it up, but it's the PGTP conversation, which is like there's a lot of these startup companies that are finding gene associations that they're then searching for in the embryos that and then they're giving what's called a polygenic risk score. And this is a whole different type of technology looking for risk of certain types of like neurodevelopmental problems. And this is where the whole slippery slope is with, you know, are we performing like eugenics where people can select eye color, hair color, look for genes for intelligence.


    And so that's the whole conversation that is out there in the world, right? And ASRM, our guiding body is trying to restrict some of this because it's a slippery slope between trying to help improve outcomes and getting into like all of this other stuff that a lot of the other genetic testing companies are doing right now. So I think there's going to have to be some sorting out of like what is really good science and what is not and very well validated. And so I think we're like trying to figure out the science and what really does


    improve outcomes and gather more data with companies like Juniper. So I think like that's why I felt when I met with them because we meet with so many different genetic testing companies all the time and I'm generally not very inspired to be honest like because they're very similar and when I met with Jeremy who's the CEO of Juniper I was like this is extremely cool. Like I'm actually really excited about this and I think like


    Griffin Jones (37:33.913)

    Why? made them stand out? Because you've talked to a lot of them and like you said, most of them seem kind of similar. What made that group different?


    Deirdre Conway (37:43.224)

    Well, this technology, like what Mira was saying, is really different because they're looking for these critical genes that are related to embryo development. And like in my patient in particular, and again, sample size of one, like take it with grain of salt, but they were able to isolate a specific gene that the female partner was carrying. And it was going into all the embryos. It was like very critical for embryo development. And so she, you know, ended up, had embryos from a donor egg.


    her partner sperm, and that was the one embryo that actually made it through to like now the second trimester. But they're actually able to like isolate very specific critical genes that are associated with embryo development. And so I think that there's some technology that's just exciting, but it's going to take a few years for enough patients to go through this process of, think, honestly, buying into it and trying it so they can increase their volume and get some better data as they get more numbers.


    Griffin Jones (38:44.699)

    I imagine if you're doing PGTG, you probably don't even want to be thrown into the same conversation as PGTP. Is that right?


    Dr. Meera Shah (38:57.434)

    Very distinct from one another and as Deirdre was saying and the ASRM ethics committee just released a statement I believe in December stating that it is not ready for primetime and it's really a low fidelity approach where PGTP


    Griffin Jones (39:09.649)

    What's not ready for prime time? Sorry.


    Dr. Meera Shah (39:14.824)

    PGTP, the polygenic risk score and the ability to prioritize embryos and assess health. mean, let's be clear, PGT, there's no technology that can guarantee a healthy baby, right? We're doing tests for viability, but that's very distinct from looking at health. And polygenic risk scores are looking at data sets that correlate certain variants with genetic risk and health conditions. But we know that a lot of these conditions are multifactorial.


    Dr. Meera Shah (39:44.71)

    and have very significant environmental factors that contribute to ultimate risk. So, PTTG is distinct from that because again, it's a more high fidelity approach. It's specifically looking at genes that are causative of embryonic developmental issues, not just correlated with, but they cause a lethal abnormality.


    Deirdre Conway (40:06.446)

    Thanks


    Dr. Meera Shah (40:08.028)

    or variant in the embryonic development. So they're really distinct from each other. And I think Juniper has been very clear to steer clear of that and to focus just on viability variants and not polygenic risk scores.


    Griffin Jones (40:21.691)

    What does this term say about PGTG?


    Deirdre Conway (40:25.324)

    I don't think there is any state. mean, it's so new. That's the thing is just such a brand new technology that I'm not sure that and like Mary said, it's like I know Jeremy's been out there. He had so many talks and posters and abstracts at ASRM. So I think there's a lot of like there's a lot of buzz about it, but it's just going to be time so that we have more data to really like feel good that it becomes a little bit more mainstream. And then I hope that as it does become utilized more than it becomes sort of like an economy of scale where it'll be


    become more affordable because right now in my community in Utah is very different. My patients are very cost effective, a little more conservative. So it will not be that affordable, I think, for a lot of our patient population. But there are certain people where it's just amazing for or those people that really want that additional information and that would benefit from it. But I think hopefully over time as it becomes more popular, it will also become more cost effective and more mainstream.


    Griffin Jones (41:25.819)

    I'm sure if you're a PGTG lab, you want to get lots of cases from doctors and you want to have super users because you want to become a viable broader scale platform. And you don't just want to be the edge case lab, right? But in the meantime, while you're building that sufficient sample size and marshaling that evidence and developing the research behind it all. Is that a way in for many of your colleagues to try out PGTG? Like, their edge cases, is that their way in while we're still figuring out the body of scientific evidence?


    Dr. Meera Shah (42:16.904)

    I think it's one way to convince a group that might be skeptical to consider using it for an edge case or maybe for a couple that is trying to just over optimize for everything from the very beginning of their treatment journey. But I think in our case and our clinics experience, we've been using it for all patients really, because I find that one of the greatest advantages of this platform is that because again, it's looking at transcriptome data and DNA information that we're able to have a lower false


    positive and false negative rate, we're able to, I believe, call more euploid embryos. And that I've seen play out in all of the cycles that I've done so far with them. And even for my patients who are over 42, 43, where typically those patients are doing two or three cycles just to get one euploid embryo, anecdotally, of course, this is a small sample size, but I'm finding that those patients are getting euploid embryos a lot sooner than what I usually typically see. So I think that seems to appeal to a lot of people when


    I share that with them because I feel like we all have a healthy skepticism around PCHT. I think we all share a concern that we are discarding a lot of viable embryos. And that's come about with some of the data on mosaic embryo transfers. Now we're seeing more data come out about segmental embryo transfers. We're seeing that 20 to 30 percent of those are leading to healthy live births. I think the skepticism is something that we're all feeling and seeing. And so we all want to be able to have more confidence ultimately in our results. And I feel that using this as a first line platform, even if it's just the PGDA part and having that PGTG be a secondary analysis that patients can opt into upfront, or as Yergin was mentioning, if their transfer fails, and now we're trying to retrospectively evaluate that cycle to decide what our next steps are, that can be done. That DNA is stored, that PGT analysis can be done, that deeper dive can be done in the future to look back at the cycle failure and better understand what the root cause was.


    Deirdre Conway (44:21.87)

    Honestly, that's like almost the most amazing for me from a very practical perspective for the patients. You don't know when you're going into treatment like this particular patient that is my sample size one so far. I mean, she came to me just infertile for a year and started through the whole painful process of like the less aggressive treatments with IUIs and then they unexplained infertility. And then they go through these embryo transfers of genetically normal embryos having miscarriages. And then like five years down the road are wanting this additional information and then they went backwards and tested their genetically normal embryos to find out what the problem was and actually did isolate a couple different things. But I think it's really cool that you can do it that way because I think the price structure is different if you're just initially doing the more basic PGTA. And then most of the people that we're talking to every day about failed transfers or miscarriages if you avoid embryos, you're not expecting that's going to happen. And so it's really nice to be able to go backwards and get that information afterwards without doing any additional manipulation on the embryo.


    Griffin Jones (45:27.525)

    Well, I look forward to bringing you both back on to keep our audience updated on this topic as time progresses because one, we'll have more evidence in the coming years and we'll have more to talk about, and two, because we got a really late start for some technical difficulties today. So Dr. Deirdre Conway, Dr. Mishra, thank you both so much for joining me on the Inside Reproductive Health Podcast.


    Deirdre Conway (45:51.406)

    Thank you so much.


    Dr. Meera Shah (45:52.958)

    Thank you.

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Utah Fertility Center
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Dr. Meera Shah
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Dr. Deirdre Conway
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276 Crazy Again. Fertility Network Overview with Griffin Jones

 
 

No organization or individual mentioned or participating in this podcast reviewed or had editorial control over its content. Any sponsor-related information, where applicable, was considered by Inside Reproductive Health through its Business Intelligence Hub.


“Everyone in our class is freaking out right now…”

That’s the text I got from a fellow last year during the Park City retreat.

In this episode, I break down the state of fertility center networks in 2026, based on what I’m hearing directly from physicians, operators, and investors across the field.

This is not sponsored commentary, and none of the organizations mentioned had editorial control or preview access. This is my unfiltered read on what’s actually happening, and where things are headed.

We cover:

  • Why most large fertility networks are for sale (and why more consolidation is likely in 2026)

  • How the war for REI talent is driving valuation, strategy, and culture

  • Why groups of 5–10 physician-owned practices may be critical for innovation long-term

  • What younger doctors are actually optimizing for (Hint: it’s not just comp)

  • How burnout, autonomy, research, and safety are becoming competitive differentiators

  • The growing importance of embryology, lab automation, and patient safety infrastructure

Get an even deeper inside look at the current state of fertility networks from our recent Intel Article


  • Griffin Jones (01:03)

    Everyone's freaking out. That's the opening to the state of fertility center networks. 2026 article released by inside reproductive health, you're going to be getting these every quarter in one form or another either podcast episode, or news reports of what's going on in every vertical in the fertility space. And we start with fertility center networks, if you want to get in on this and have the opportunity to have some positive coverage and things that you want included about how you're impacting your vertical, become a sponsor of the IVF Heroes universe. It's super easy. But you should also know that none of the organizations or individuals mentioned in any of these category overviews have had any editorial control over its content. They don't get to review it. We do take some information and consider it from the Business Intelligence Hub, but nobody that I'm talking about, be they an individual or a company has had a chance to take a look at this. It's our reporting of what's going on in the space.


    And then when it's a podcast episode, it's my commentary about just what I think, not me as a journalist or news editor, but as a commentator of what I'm speculating about and what I'm hearing. The reason why that quote started off is I got a text back last year when the Park City fellows retreat was going on, from a fellow I know saying we're in the process of signing with different practices. Everyone in our class is freaking out right now and asking me, is this group going to sell? What's that going to be like? And I said, yeah, they're going to sell. Almost all of them are going to sell. Almost all of them are for sale right now. And maybe that's a good thing, but it's something that people need to consider. And I think that younger docs are a little freaked out about it.


    I don't think they should be universally freaked out about it. I some networks are doing things better than others. But I do think it's something they should consider. And I think that it's part of what's going on in terms of the war for talent, the race to be as efficient as possible and what seems to be like a renewed interest in independent practice.


    When I say that these groups are selling the first domino to fall was US fertility they Acquired or 42.5 % stake of theirs was acquired by L. Katterton seems like their Existing private equity partner Amulet Capital Partners is staying in the game. So they're injecting new capital in and so the information on the


    deal that Inside Reproductive Health got said that the physicians in management will keep 15 % ownership of the venture.


    I suspect that with that money, you'll see US Fertility purchase some more practices. I think one deal is probably pending in the news. I think that the pause that we saw on the acquisition of private practices might resume and US Fertility uses some of this money to buy the last remaining


    independent practices that still look really good to a group that size. I speculate that the independent practices that have remained those ones that have four or five, six, seven docs that are independent, those are the ones that everybody wants. They've held out this long. I don't think they're going to go without seeing a really hefty price tag. And


    maybe US fertility now has that capital and interest in doing so. That's some speculation from my end.


    But I wonder if we don't see the crazy high multiples that we saw in 2021.


    if we don't see a few more of those this year.


    My guess is that we see one to three other network seller consolidate in 2026.


    All the while though, as my good friend Dr. Eduardo Heraton says, clinics are already at physical and human capacity limits.


    so they're trying to grow.


    but they're doing as much as they can right now. And that shortage affects operations and valuation.


    because networks have to look at a clinic's ability to recruit and retain physicians and private equity firms need to look at a network's ability to grow by physician count.


    There's some groups that have done a lot in that regard.


    I Prelude is actually one of them. I talked with Dr. Jason Yee about Burnout.


    and Dr. Ali Domar.


    and how Inception is investing.


    in nurturing their providers.


    But I also remember from the report that Inside Reproductive Health did last year on where all the class of 2024 graduate fellows went to go work.


    I want to say six of them went to go work for Prelude.


    And that was third by a very, very close margin.


    And that seems really high to me because at least at that time, Prelude didn't have a fellowship program.


    to me that suggests they're doing something to be really attractive to younger doctors. I'll be interested to see if that's a trend. Inside Reproductive Health is going to do the same report for the class of 2025, just here in a couple months. And then later in the year, we'll do the class of 2026.


    but they have to pull out all the stops to attract and retain docks.


    because the demand for docs is insane.


    Many of you know Dr. Ronald Feinberg, I saw a LinkedIn post of his.


    think he took a snapshot of a job board.


    The average starting salary for those, most of which were small markets, was $650K a year plus bonuses.


    And when we did a survey just before the pandemic in 2020,


    The average dollar amount that fellows were getting.


    right after graduation was like 400K a year.


    So as this bidding war for doctors intensifies.


    lot of REIs are saying, what did we used to do? We used to open up our own practices and own and operate them? Maybe I'll give that a shot. There were three Boston IVF docs that left the Boston IVF last year. They opened Terra Fertility in September.


    It was Pietro Bordoletto, Dennis Vaughn, and Emily Seidler.


    And I like this move because they did it together.


    These were three docs that I thought were going to take over that network.


    you know, someday. But they decided to go off on their own together.


    And I want that for other young REIs who are doing the same thing.


    And I'm not saying that somebody should open their own practice, some people definitely should not.


    Sometimes it's really great to work for a network. That's neither here nor there. I'm just saying if you are going off on your own, doing it solo is so much harder than doing it with three.


    Unless that's what you want to do for the rest of your life. And some people do. But I think as IVF becomes a higher volume field of medicine, as self pay decreases and employer carve out companies and insurance.


    Squeeze margins drive down reimbursement. I think it's gonna be really hard to be a single provider group


    The value and leverage in a business is when you have


    more providers. And it's a lot easier to get to five docs and then seven and then 10. When you're starting with three.


    it's really hard to go from one to two even one to three when you're starting with just one.


    I like that these Terra docs trusted each other. They like each other.


    And when I talk to a lot of docs that are starting their own practices now,


    Oftentimes to me it sounds like...


    they're going back to the competitiveness that I often heard from independent practice owners 12 years ago.


    Just sort of like a distrust of each other.


    And I think it'll be hard to be a lone wolf.


    I terror grows not insanely quickly.


    but reasonably quickly, and that it shows the model of a physician-owned group.


    where REIs can set aside their egos.


    to work together to build a group that's much bigger than themselves.


    Part of the reason this is all happening is I think that some people just don't see private equity.


    as any less risky than starting their own thing.


    I had Dr. Kyle Tobler and his partners at Idaho Center for Reproductive Medicine on the podcast.


    And he says, look, when you do the math.


    The is just so much more.


    when you own it.


    Pretty similarly, I Dr. Lauren Johnson of Carolina Conceptions. I had four of her partners with her on that same episode.


    And she said, listen.


    It could be even riskier working for a private equity back group. You don't know who's going to be at the table with you 10 or 15 years down the road.


    And she looks at her partners and she's like, I know who these people are. I know what their values are. And I can count on them to be at the table with me.


    And so for those doctors for whom owning a practice


    is the right fit for them. I hope they seek out partners like that.


    I think there's more resources for them now. Have you heard of Pop Art? People have been talking about it. Pop Art. think it stands for Physician-Owned Practice Alliance for Reproductive Technologies.


    You might know Rhoda Rizkalla-Cavaris from Arizona, Dr. Julian Escobar from Texas. They formed an alliance.


    for purchasing power for independent practices.


    People have tried this in the past and it didn't work. I don't know why it didn't work. I'd like to see it work.


    And so I'm glad to see pop art getting off the ground because people seem excited about it. People are telling me about it.


    Networks are using their docs as differentiators, at least the good networks are.


    Jason Yee is a prelude doc at Aspire Houston.


    You always see the fellows hanging out with him at PCRS.


    You can tell leadership.


    is listening to his point of view.


    because he points to that seven to ten year wall that a lot of REIs hit.


    It's a tough time of career. It's often a tough phase of life with younger children.


    And I think a lot of networks wouldn't want their docs talking about physician burnout.


    Not only did Inception not try to stop that episode, they sponsored it.


    They have a microphone.


    to this doctor talking about.


    these challenges that other REIs are facing.


    because it's important to them. I also liked his point of view, as Dr. Yeh's point of view, is that we've got corporate leadership here, so that means that those clinical decisions are left in the hands of doctors. That actually means we have a lot of autonomy. So sometimes when you have a physician leader,


    that is also the corporate leader.


    They want to impose their clinical way.


    And so his colleagues feel like they have a ton of autonomy.


    And it's not just doctors.


    that networks are using.


    And Kind Body brought in David Stern as their CEO this year, last year.


    That's a big name. That's somebody that has had success.


    That's a move you do when you've... want to communicate.


    to everyone. We're writing the ship here. We've got somebody that's done it before.


    And I think.


    Jason Barrett is probably an underestimated.


    He's underestimated the right word, understated.


    but powerful influence for Kind Body. I really think that he's a stabilizing force.


    And there's a handful of senior lab leaders. The new generation of senior lab leaders. It's been like there's been a turnover the last few years.


    that the current and ascending generation of young grand brella just really look up to. Michael Baker from Inceptions, one of them, Jason Barrett is definitely another.


    And I think that adds to Kind Body's credibility.


    CCRM is doing something cool.


    They're using their marketing pipeline.


    as a way of supporting and being attractive to doctors.


    They'll do stuff with influencers in the patient space.


    Instagram influencers, TikTok influencers.


    people from underrepresented communities.


    And then also.


    You get some pretty good feature on legacy outlets like Pop Sugar and the Atlantic.


    and then they'll throw that support to their doctors.


    because younger doctors today.


    really want help building their practice, they want to do it quickly. It's really hard to do it on their own.


    we've been talking about the demand and scarcity of doctors. But the same can be said for almost all clinical staff and it can certainly be said for embryologists.


    Embryology shortage might even be greater.


    I think there's a lot of networks that hardly done squat.


    for reducing the manual.


    bullcrap that nurses and embryologists have to do. some that are still really far behind.


    think there's a couple leaders


    that are now kind of forcing others to catch up.


    I like Innovations.


    partnership with Alife for that reason


    been here in Alife get a lot remarks. lot of people USF seem to really like them. Innovation seems to really like them.


    And I think Innovation really takes the lab seriously.


    Dwight their CEO Dwight Ryan


    He's a veteran.


    when it comes to developing IVF labs.


    He's been doing it for decades, people turn to him for that exact And he's the CEO of innovation. He's also got Kathy Miller.


    And Kathy has a ton of experience. Big labs that buy all the sexy toys.


    Small labs.


    that are probably analog as heck.


    But think she's been.


    big for them to have.


    In Europe and Canada, the challenges are slightly different.


    You got a lot more managed care over there in Europe at least.


    But in general, Europeans feel like their healthcare system's getting worse.


    I feel like it's stagnating.


    The services are getting worse, but their taxes are going up.


    and that it's just not a leader innovation and healthcare.


    FutureLife seems to be bucking that trend.


    Francisco Lobosco, he's their CEO.


    He's positioned them as a technology enabled network.


    they're really focused on a unified patient journey using systems that connect them.


    They also acquired chain of clinics in Romania.


    And they don't just use they use CRMs.


    to support the patient journey.


    Canada is different from Europe, should say. even though you have Health Canada...


    And you have a public payer healthcare system in general, it's not the way fertility is most of fertility is self pay. But then you got the province of Ontario, which five or 10 years ago started their 10 years ago, probably started some funding and then they've expanded that


    they've expanded their fertility funding a quarter of a bill.


    and they have a 25 % tax credit.


    problem with that is in Canada, you already have several month wait at a of clinics.


    and you have people that are not paying for healthcare out of pocket. That's a bad combination.


    I think the Fertility Partners is getting ahead of that.


    They're investing.


    in advancing, developing, and retaining their personnel.


    They were given a great place to work certification.


    talking about the workplace stability.


    It's a good place for people to work.


    even his patient volume soar. And now they have a new CEO. believe her name is Heather Stark.


    was the CFO.


    We'll be interested to see how her vision comes to fruition.


    If you want to attract younger docs,


    Research is going to set you apart for a good cohort of them.


    There are a ton of docs that do not want to give up on research. Got to figure out a way to work it into the business model. Make it work for you, make it work for them. Preg has done that. I like the people at John Nichols, John Payne, they've been friends of mine. Faith Ripley is somebody I've admired for a long time.


    They grew their group to nine REIs.


    That's just freaking impressive.


    And they were also part of, I believe it was Univfy's study.


    showing how their prediction model outperform the national SART benchmark allowed center specific outcome forecasting. That's the stuff that younger doctors want. And imagine that's only one of a myriad of reasons of why pregnant has been able to recruit so many docs.


    That's all in pretty much one geographic area to give or take in the greater South Carolina area.


    And besides research, safety. Nobody wants their frickin' name in the paper. Not for a lawsuit, I mean. Not for a terrible...


    gamete mismatch or something like that. Had Dr. Steve Kaz, Dr. Schenkman on in the beginning of last year.


    Dr. Katz said, we're pushing for our IVF labs. He said, I want all of them to have electronic witnessing.


    I hope he was successful in that.


    I think people are listening. Pinnacle's super interesting to me. They've done some...


    things that I've been waiting for Fertility Center Networks to do, one of which was unify the Brand. I had that conversation with Mark Siegel many years ago.


    And he's asking, what do you think? Do you leave these individual branded names? Kind of like how Boston IVF did.


    Or do you have a universal brand equity?


    And I believe in the latter. There's pros and cons, of course, everything's a trade off. It's probably really scary to do.


    Pinnacle took the plunge.


    No, it's Pinnacle, Seattle. Pinnacle, Arizona.


    You have to have a national flag.


    in order to unite everyone under the nation, you know what mean? If everybody just has loyalty to their state flag, then ⁓ this national identity, that's just some...


    parent company. And it's really hard to have a unified patient experience and the unified operations that support that. But back to safety.


    Beth Zonreich and her team built an in-house electronic witnessing platform.


    They say it's working. They also say that it saved them a million dollars annually.


    I think there's a lot to go in each column of the buy versus build debate.


    If that is the case.


    That would be a huge thumb press.


    on the scale for the side of build.


    IVI RMA became the first and only reproductive medic


    It's an organization in the United States to receive a federally recognized patient safety organization designation.


    They created the Institute for Safety and Reproductive Medicine.


    And as I told their COO, Iris Gonzalez.


    I've gotten to their chief medical officer, Tom Molinaro, and their CEO, Lynn Mason, just a tiny bit.


    Not super well, but just enough to believe them when they talk about their style of dyad leadership, that they genuinely support each other. And I think that trickles down to how all the physicians and business people view and support each other.


    safety, war for talent.


    Couple of the bigger independent practice groups maybe going for crazy multiples like they were a few years back.


    Probably one, even two or three networks bought or consolidating. These are the things that I expect for 2026.


    for you doctors going off on your own. Hell yes, I support you.


    Some of you should absolutely work for networks. For some of you, that's a way better deal.


    But I do think we need more of those five, seven, eight, 10 doctor independently owned physician only owned groups.


    in order to spur more innovation in this field. Otherwise, the concentration of buyers is too small, makes it harder for new technologies to get adopted.


    because they have to customize way too much.


    and it really delays.


    finding that product market fit.


    among other reasons. That's why I want to see independent groups of that size again. And so for those of you


    who are called to own your own practice.


    I just hope you take seriously getting to know your colleagues, trying to establish genuine, affectionate, trusting relationships with them.


    so that maybe you don't have to go it alone. Maybe a group of you could do something really special.

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Griffin Jones
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275 What Will Happen to the Legacy of Boston IVF? Dr. Alan Penzias

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


As Boston IVF becomes part of a much larger organization, a natural question emerges: 

Does a legacy brand get diluted, or does its history shape what comes next?

In this episode, Dr. Alan Penzias reflects on Boston IVF’s deep roots and how that heritage continues to influence the organization’s future within the RMA network.

The conversation covers:

  • Boston IVF’s founding history and the leaders who shaped it

  • Whether scale threatens (or strengthens)  institutional culture

  • The “buy-versus-build” debate playing out across fertility networks

  • Dr. Penzias’s perspective on AI and evolving clinical infrastructure

  • How Boston IVF’s tradition of Grand Rounds has scaled across the network

  • Serving patients in smaller cities and rural communities (without compromising quality)

Dr. Penzias also shares updates on longtime Boston IVF leaders, including the evolving roles of Drs. Michael Alper and Selwyn Oskowitz, and reflects on how mentorship and tradition continue to drive innovation.

This episode is a thoughtful look at legacy, leadership, and how fertility care evolves without losing its soul.


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  • Dr. Alan Penzias (00:00)

    Boston IVF from the very beginning, the brand was more important than the individuals. Because whereas each of us were three individuals, the entity was bigger than any of us. And that created brand value. And that was a very novel concept to have the brand of the corporation and the company, the service provider, be bigger than the individual. And that is what has been the key to transitioning to a larger organization.


    Griffin Jones (00:36)

    Is Boston IVF going to go away now that it's part of a much larger organization? Or is its rich history going to influence this now much larger footprint? Dr. Alan Penzias walks us through of that rich history. Maybe I didn't think that he was one of the founders of Boston IVF, but I always kind of had in my head that he was. And that's probably because he's been a partner there for so long. And that brand has such a long and deep history. It's like Eddie Murphy and Bill Murray weren't the founding cast members of SNL, but we still sort of think of them in that class.


    Ask Dr. Penzias if he's worried about losing that heritage. Ask him about Boston IVF and RMA's vision for the future. Some of that includes the buy versus build debate happening at networks, and his take on AI. And his view on switching to RMA-ZMR Artemis.


    In that history, we talk about some of Boston founders. Dr. Penzias shares that Dr. Michael Alper, now in a consulting role for the group, but doesn't see new patients anymore. We talk about Dr. Selwyn Oskowitz, who certainly made an impression on me as I started working in the field just a year or two before he left. He shares how Boston IVFs tradition of Grand Rounds has evolved, has permeated throughout the network, and some of the innovations and improvements that that's led to specifically. And we talk about serving patient populations in small cities and rural areas because these can be awesome places to live, great places to have a career, and even better places to raise a family. How have they been able to support that?


    And I talk a little about Kaleidoscope Anesthesia associates, because fertility centers and networks keep picking them up, and they keep saying much of a difference they've made for them. Enjoy this conversation with Dr. Alan Penzias.


    Dr. Alan Penzias (03:14)

    It was great when I joined Boston IVF in 1996. I was the second physician who wasn't a founder to be hired and was the first doctor to be put in a satellite office. Prior to that, everything was delivered in a single office in one Brookline place in Brookline, Massachusetts. And so it was really interesting to really experience the growth from the ground up.


    first thing that we noticed was, hmm, not all the charts are always here. So fortunately technology started to help with that and instead of having to carry paper, we went electronic. And then we started to scale and we started to grow. And all medical care is local. Every doctor is just sitting in front of one patient. It's just that when you do that at scale, it provides some tremendous advantages and has some challenges too.


    Griffin Jones (04:05)

    lot of people I think attribute Boston IVF's explosive growth to the mandate in Massachusetts, but that didn't happen until later, am I right? Was the growth explosive long before that?


    Dr. Alan Penzias (04:20)

    Boston IVF was founded in 1986 and the mandate came in around that time. So they came, this kind of grew up together. And certainly it helped fuel things because it provided the affordability of care and the opportunity to get the care that they needed locally.


    Griffin Jones (04:39)

    I really I didn't know that. I'm going to make you educate me on that for a little bit. Was the mandate in 1986 similar to what it is today?


    Dr. Alan Penzias (04:47)

    It's changed a little bit over time, but the large scale component of it was that it required insurers who provided indemnity insurance to include fertility treatment. Didn't specify, but it said to include fertility treatment in their care. It was the second state to do so after Maryland had enacted such a mandate.


    Griffin Jones (05:11)

    And so you're the second doc hired, you said 1996, the second doc hired that wasn't a founder. So was there six of you at that time?


    Dr. Alan Penzias (05:20)

    At that time there were six, correct. And then shortly thereafter we added a couple more.


    Griffin Jones (05:25)

    And then talk to us about what the pace was like over the years. Did it kind of go up linearly or was there certain times where it seemed like you were doing sprints? Like, you know, maybe we went three years without hiring a doc and then this year we're hiring four docs. Was it more even or did there tend to be fits and spurts?


    Dr. Alan Penzias (05:45)

    It was linear in the beginning. We recognized that providing care in that single location was terrific and convenient for everybody who was providing care there, but it wasn't convenient for the patients. And I think one of the founding principles of Boston IVF, and it's a core belief in EVRMA as well, is that the patient is at the center of everything we do. So we recognized that, okay, if there are patients who live


    a little bit of a distance from here and it's inconvenient because of the monitoring and making appointments and coming in, you know, driving into town. Certainly there are people who need the care that we're not serving. So we grew to an outpost in Lexington, Massachusetts was that first office. And then with hiring two new doctors, we opened one a little further north up in Burlington Mass in that area and then south of the city.


    Quincy Mass. So we started using, for those who are familiar with Boston, it's on the Eastern seaboard. It's got two C-shaped highways that sort of begin at the sea, arc out toward the suburbs in the west, and then arc back in Route 128. So we said, okay, along that 128 corridor there's a large number of people, so let's go north, let's go south, and then we've covered the central core as well as above and below. And then from there


    we continued to expand.


    Griffin Jones (07:16)

    What was it like transitioning over time founders out of the practice and then having associates become partners and then those partners become more senior partners? I think that to the uninitiated, many of them would have thought that you were one of the, I think people think of you as one of the founders because you've been there 30 years. And so it seems like there was some successful transition there.


    But you had some iconic docs that founded it and we've had Dr. Alper on the show, but I'm a big fan of Selwyn Oskowitz. I miss him. I hope he still listens to the program. I know that he tunes in every now and again. Last I talked to him, he was doing charity work in Rwanda. But I started my career at the end of his and I was at the New England Fertility Society meeting and


    The tribute to him was so moving. I just thought I want to have a career where people feel similarly about me. So they're not small shoes to fill. What was that like, not just for yourself, but for the partners that came after you?


    Dr. Alan Penzias (08:25)

    I think that the vision that the initial four partners, Selwyn Oskowitz, Merle Berger, Erwin Thompson, and Michael Alper had was that it was a very special opportunity. Many practices, and I think that we see this not only in our field, but in others, as a practice grows, individual doctors may have the idea that they want to have patients referred to them specifically. So the brand identity of the practice


    is tied up in the brand of the individual. Boston IVF from the very beginning, and this was pretty uncommon then and I think was quite prescient, was that the brand was more important than the individuals. So it was very quick that I learned that we were happier when I saw a referral refer to Boston IVF rather than refer to Michael Alper, refer to Alan Penzias, refer to Selwyn Oskowitz. Because whereas each of us


    were three individuals, the entity was bigger than any of us. And that created brand value. And that was a very novel concept to have the brand of the corporation and the company, the service provider, be bigger than the individual. And that is what has been the key to transitioning to a larger organization.


    Griffin Jones (09:44)

    Was that the result of each of your defaults as individuals or was there a collective strategic decision to be that way? Because I've worked with many practices and it's like, that's that doctor's nurse. It's not the practice's nurse is like, that's that doctor's nurse and this doctor's doing things one way and that doctor's doing things a different way. And God forbid a patient be referred to one doctor. And if that doctor has a wait list,


    the call center knows to move that, you suggest the other doctor without the wait list to that referee. That's often how it is. So for you all to do something different, was that intentional or did it just sort of happen that way?


    Dr. Alan Penzias (10:30)

    I think that initially, you know, because at the start I wasn't part of the organization, but as I was a resident in OBGYN in 1986, I was an intern and started doing some collaborative research with the doctors individually. And I think it was just their personalities. They got along well. They recognized that working as a team was going to be something advantageous to each of them. There are benefits to being a part of a team. And that means that there are sacrifices you make to be part of that team.


    I think each of them had been in practice with the exception of Michael Alper who had just joined them having finished his fellowship. The other three had been in individual practices and seen what the advantages were to being referred to as an individual and having an individual practice. But the collective added much more, there was much more upside to being part of a group than to just being the individual. And that was where it came from. And then certainly as


    Erwin Thompson was the first partner to retire and then Merle Berger and ultimately Selwyn. And Michael Alper has recently stopped seeing patients. He's still with the organization in a consulting capacity. But it was really, think, Michael's vision of this that helped foster those original transitions of younger partners buying out the senior members. And to some extent, while the seniors were still in place, they electively decided


    to sell shares to four of us. So I was one of the first, there were four of us who became the first non-founders to enter the partnership. And each of the senior partners who were there decided to sell a portion of their stock to each of the four of us so that we could have an ownership stake and have skin in the game. It was not necessarily purely financially advantageous to them.


    because if their income stream was in some way tied to their percentage equity, by giving that up, they were surrendering something. On the other hand, they also recognized that by motivating four new people to be partners and have skin in the game, that we would work as hard at our practice and building the reputation of the company as they did to get it started. So that was the initial step. And then there were some


    modifications of the way that shares were sold, but it was always with the idea that in order to keep the lifeblood of the company alive, to keep the brand going, to deliver the best possible patient care, working as a team required, bringing in new doctors and making them feel really invested in the practice. And that is again, philosophically why the union of EVRMA and Boston IVF now into EVRMA North America,


    has worked beautifully, it's because their philosophy and ours really aligned tremendously. And I think that speaks well to our network, and perhaps we'll have a chance to explore that a little bit too.


    Griffin Jones (13:35)

    And I want to explore that and some of the small markets that Boston IVF has entered that aren't terribly far from Boston. After that, you all did a cashless merger, right? There was an RSC at that time in Massachusetts.


    Dr. Alan Penzias (13:51)

    Yes. So we had started to open up our first independent center up in Portland, Maine, and that was the first offsite location that we had. At that time, Michael Alper and I were traveling from Boston to different OBGYN offices in ⁓ three different cities in Maine to provide consultations, but the patients had to come down to Boston. Reproductive Science Center, which was originally an IntegraMed program, was our


    largest in-market competitor. And we recognized that there was mutual alignment on the way we took care of patients and that a merger of the two practices would be beneficial. And we did a cashless merger in 2014.


    Griffin Jones (14:37)

    were they integra-med or you all were integra-med or?


    Dr. Alan Penzias (14:39)

    They were integra,


    you know, we were independent. They were part of integra med. they, no, not at all. They had actually, their practice had, their integra med contract had expired. So they were able to separate from integra med and in doing so became independent. And then we had a merger.


    Griffin Jones (14:43)

    Did you all become IntegraMed for a time?


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    So Portland, Maine is sounds like the first small market that you all entered. When did New Hampshire come about? When did Albany, New York and Syracuse and Rochester and and tell me about that expansion into the rest of New England and Eastern New York state.


    Dr. Alan Penzias (16:35)

    Absolutely. So the first was New Hampshire. I'm sorry. The first was Portland, Maine. And then the next venture that we entered into was a partnership in Evansville, Indiana with the Women's Hospital of Indiana. And we were introduced by mutual acquaintances to the leadership at the hospital. Michael Alper and I and Steve Bayer, another one of our partners, traveled out there with our executive leadership team and they presented a very interesting opportunity.


    They knew that we had multiple locations in the Boston area. They knew that we had academic interests being the REI program ⁓ at our local hospital, Beth Israel Deaconess Medical Center, working with other area teaching facilities and teaching hospitals. And they thought that we would be a good fit for them and their personality in providing good patient care. So we partnered with them and


    I have an Indiana medical license and have spent significant time in that wonderful city. It's a beautiful place in southern Indiana, right above the Kentucky border, three hours east of St. Louis, about three hours south of Indianapolis, two hours north of Nashville, Tennessee. And we were working locally and we helped recruit a physician, Dr. Dan Griffin, who is ⁓ magnificent.


    and help them build the IVF program that they have today. So we recognize that we could take our expertise for opening offices and now having opened a second laboratory and then help with the setting up, mentoring a new doctor because Dan came out of his fellowship at University of Connecticut, was interested, he was from Indiana, was interested in going back to the state and we were able to help provide the model by which


    This young doctor would be able to be in his own independent center, be the lead doctor, become a valued member of the medical community, yet give him the resources that he needed to mentorship on site. He spent some time with us in Boston. We traveled out there very frequently to help mentor him along the way and build a very successful program, which continues to this day. We also then


    we're looking more locally and we set up programs in, we next went to Albany, New York. It was an existing IVF program that we had relationship with and occasionally would send patients to us for some specialty care. The doctor there was, ⁓ became ill and presented an opportunity. He was worried about the staff and the continuity of the employees. So we actually made the purchase.


    before he untimely passed away so that he knew that the IVF Center was in good hands and that it would continue the legacy of what he built there would go on. And we recruited a doctor ⁓ who had been a resident in Albany who was completing her fellowship in Cleveland. And again, licensed in New York, we have several doctors. Steve Bayer, one of our partners, spent significant time helping nurture and


    mentor Sonia Elguero, built out the lab. We provided the expertise from our central lab in Waltham to help train and grow the center and build it out. And that became our next site. We then from there continued on with our expansion and ⁓ went into Syracuse, acquired an interest in the practice in Salt Lake City. And then Syracuse has had


    then Rhode Island, New Hampshire, Wilmington, North Carolina, and acquired a practice interest in Newark, Delaware.


    Griffin Jones (20:23)

    I am a fan of small markets. live in one. I think that small cities are the best buy for quality of life. I don't think a lot of younger REIs seem to see it that way. Most of the ones that I talk to would rather live in Cambridge and practice in Waltham than live in Buffalo, New York or Rochester, New York or Indianapolis. And that's not a slight on those places. I think those places have a lot.


    offer and the quality of life is tremendous, especially if you have a young family. But what I see on is that most of the docs are either majority more than half want to go to 10 cities, and then maybe there's another 20 after that that have preference. And then those small cities that I just mentioned, our eyes only go there if they or their spouse is within a few hours of from there. What has the challenge been like?


    relative to recruiting for your offices around Boston versus those other practice markets.


    Dr. Alan Penzias (21:24)

    I remember having a conversation with one of our residents many years ago and she was really on the horns of a dilemma. She was very interested in REI and going into our field, but she also had some very specific ideas about where she wanted to live because of a family situation. And my comment to her was, if you become an REI, you will do what you love and it is the best career. I would do it again in a heartbeat. would


    counsel people, you know, I'm a real enthusiast for what we do because I have a stack of cards over in a basket in my left shoulder that I got, you know, from Christmas cards. And there are people, their kids are in college, their kids are having families now, they've been in field long enough, and they still think of me at Christmas and at holidays and send me a card because I was that key in their life. So if you want to have a career that you have that kind of impact on people, which is


    profound and incredibly humbling, you can do it. But it may not be that you have an opportunity in every single city. The other thing I think that many doctors feel very entrepreneurial, but also are a little bit afraid of, well, if I go to a smaller market, because if I'm in Boston, if I'm in New York, Los Angeles, you know, pick a major metropolitan area, at least if I'm in a big practice, I'll get the mentorship that I need.


    Because we all know that a new medical school grad has a degree, has a license, but has never treated a patient in an unsupervised manner and been responsible for care and has no practical experience. So it's really daunting and that's why residencies exist. But likewise, when you finish residency and you've been, had some super, you know, some ability to treat patients, but with oversight, you're not ready to just completely practice on your own and it's daunting to do so. And same thing with fellowship.


    So I think that sometimes people will look at these smaller, the bigger markets thinking it's a great place to live. know I've heard of Los Angeles, I've heard of New York, I've been to Boston, but I haven't been to Albany, New York. I haven't been to ⁓ Evansville, Indiana or Syracuse. Or I may have visited Orlando or Seattle or Houston, but I haven't really considered living there because I want to be in a big place.


    and I wanna have a lot of doctors around and I wanna have a lot of technology at my disposal. But on the other hand, there's also that inner kind of desire to run something, to be the big dog, to really be the leader of a team and to run your own IVF center. And I think that these smaller markets present a perfect opportunity for some docs. And we've been able to essentially talk to doctors and talk to them and sort of...


    provide that reassurance that they will get the mentorship, that if they are willing to move to this smaller market, they will become a very big fish in a mid-sized pond and they will be a key go-to member of the medical community, as opposed to being one reproductive endocrinologist of 40 in the city of Boston. They will have prominence in their community. They will lead


    they will be the person in town that everybody wants to go to because they're the ones who are delivering the care that will get those people pregnant. So I think it's that balance of talking to young docs and showing them that, there are limited numbers of opportunities. Of course, in the major cities, there are jobs that come up periodically, but it's these smaller and mid-size markets that have many more opportunities and present a tremendous opportunity


    for any young doctor who wants to be nurtured, wants to be mentored, and run their own IVF center without all the risk associated with it.


    Griffin Jones (25:26)

    So they're running their own IVF center in these markets, but they are running it the Boston IVF way, right? The RMA way. So talk to me about that because if I want maximum autonomy, I've got to go with my own, but then I'm getting more risk. So what type of autonomy, what type of relationship do they have if they're running their center, but they are running it within a bigger group? Talk to me about that.


    Dr. Alan Penzias (25:54)

    I think that's one of the bigger misconceptions. And I think that that's where we start to see some differentiation among the different networks. There are some networks that may be top-down management. Here is how we do it the XYZ way. Here's the handbook. This is what you do. Like love it or leave it. That's the way you're going to practice period. Hard stop. We've always viewed Boston IVF, EVRMA. I kind of think of it as like a Camelot where it's like the Knights of the Round Table and our Grand Rounds.


    is a perfect example where we have 40 doctors on Zoom from all across the country doing a once a month, we have ⁓ a four hour Grand Ransom on the second Tuesday of every month, but all ideas are equal. People are sharing ideas. People are not intimidated. It's not the loudest voice who can pound the table. People come with ideas and we all share and we all are co-equals. And that's a really big difference. As a network, we provide a backbone.


    We provide the tools, we provide a medical record system, we provide the laboratory staff, we provide the expertise in the laboratory, the equipment, all of that kind of stuff. From a treatment standpoint, doing the right thing for the patient is what we want. We have some protocols that we use and we think of them as that's a starting point. And we'll talk about, you know, how do you do a stimulation for a plain vanilla?


    routine infertility IVF, 35 year old person. here's, you know, you measure some hormones, here's a guidance, here's some experience, and that's the starting point. And then every doctor is sitting in front of their patient and treating patients in a manner that they feel is evidence-based because we are very big on evidence. I was the former chair of the practice committee at SRM for six years, and I'm a huge advocate of the guidances and guidelines and committee opinions.


    And that is again a hallmark of the EVRMA network where evidence-based and doctors are encouraged to do the right thing for patients. And so you're not being told top down, this is how we funnel every single patient. This is how you must practice. It's really a grassroots bottom up. What's the situation the patient is in? Do the right thing for the patient. Here are the tools that you have to work with. And if you run into trouble,


    If you have a question, you have teammates in your network that you can call. You can participate in the Grand Rounds and ask a question. We have at our Grand Rounds, we have the first.


    Griffin Jones (28:30)

    Yeah, tell me more


    about that because the grand rounds is something that Boston IVF is known for and I think you've led that or at least.


    and tell me about that. Is it intra practice or intra office? Is it something that you do virtually across areas?


    Dr. Alan Penzias (28:43)

    Yes,


    it's a virtual meeting. It used to be in person when we were more limited, but now it's all virtual. And we have all of the legacy Boston IVF practices have been participating in this historically. There are some others from within the EVRMA network who join us selectively to participate. The first hour and a half we call patient care committee. And we have a format that if you have a case that's particularly challenging,


    You send it in to the PCC team. We have our second year fellow aggregates the cases and we do a presentation and it's again, it's a stylized presentation and you have 40 doctors and 20 scientists all on the line. The fellow who has studied the case and has access to the record presents it to the entire group. The doctor whose case that is, is listening and participating as needed. And then the fellow makes a recommendation and then you have


    all of your colleagues saying, this is interesting. I had another patient like this or hey, have you tried this and that? And at the end of the day, the group comes up with a recommendation that the doctor can then take back, make a decision on and bring to the patient if they want. Said, hey, I had a, you're, we have a second opinion. It's actually 40 second opinions and we're all together. So it could be a case from Dan Griffin in Evansville. It could be a case from Wendy Vitek in Syracuse or Ben Lannan in.


    in Portland, Maine, or from me here in Waltham, Massachusetts. And so that's a great opportunity and a great example of the collaboration. And there's no judgment. That's the other great thing about being in part of a network. It's that if I have a question that I really don't know the answer to, I don't have to be embarrassed because I can pick up the phone and call Tom Mullen and say, Tom, you know, I have a question about something. And I think that this is one of your areas of expertise or


    ⁓ Scott Moran in San Francisco, I was exchanging email with him yesterday because there was something that a patient of mine had asked about in San Francisco for resource. And so I reached out to him. And recently I was looking for somebody in Texas. So I reached out to Nola Hurley in our Houston office. And, you know, because we're all part of the same team, it's in everybody's best interest. We are all thinking of, although we are individual locations,


    we're all part of the same team. We're all wearing the same sweatshirt. And so if we can help a patient in our network by using our collective experience to be able to pass a barrier that they can't get past, everybody wins and we're all excited and we all celebrate that. So the grand rounds are just an example.


    Griffin Jones (31:18)

    Can you think of any specific


    examples from ground rounds that ideas, specific ideas that were incubated?


    Dr. Alan Penzias (31:25)

    Absolutely. So one of the big things that we talked about was mixing medicines and talk about cellulose and oskowitz. In the years when the medications were all intramuscular and they were all supposed to be injected individually, there were people who were taking three intramuscular injections at once in order to be able to achieve their daily dose of medicine. That's a huge barrier to care.


    So Selwyn kind of led this discussion and we incubated the idea at Grand Rounds and we talked about it and we did some research and Selwyn went out and worked with the local pharmacy and we decided that it was okay and safe because he did some test runs and you could actually mix the medicines together after they were reconstituted. Now all of sudden it's a single injection. Then from there we said, well, can we go further? Is it possible just based on the physiology we were talking about?


    the anatomy, the physiology, these are proteins, could they be absorbed subcutaneously? And before the labeling said that it was okay to give these medicines subcutaneously, did, you we discussed, we looked at the literature, we met as a group, we incubated this idea, and then we decided we're gonna go in subcutaneously, and then it worked. And then ultimately, packaging followed. So that's just one example of something. Another, in the QA, QI,


    total quality management. know, Michael Alper actually wrote, brought ISO to the Boston IVF. So we were the first North American IVF center to be ISO certified. ISO is a standard of excellence and quality management, most associated with manufacturing. But there were some European programs that were this way. And again, he brought this to grand rounds that this is something that could help us with.


    document control and on the clinical side. The laboratory was always very organized, but being able to deploy this as a systematic way of having quality management was something that we brought to Grand Rands, discussed, incubated, and then deployed. Errors in IVF. If you look out for papers about errors in IVF, there very few. Michael Alpert, Denny Sackis, and Brent Barrett incubated that idea at our Grand Rands and said, what if we look at


    you know, serious errors, not serious errors, near misses, and we actually track this. And how about publishing? Everybody was afraid to do that, but we again, talked about the idea we had always talked about things that went on in the field, but, and within our own practice, but what about publishing? It was a radical idea, and they published a paper, and it became a standard. So those are just a handful of the things.


    how to stimulate the ovary and what's a good number of eggs that we'll get to be able to have a full family size. So at the time, one of our fellows was working on a project. We brought it. It was called the One and Done and being able to stimulate. So we looked at our data. We talked about it. We then investigated. And again, these are ideas that we batted around at grand rounds and ultimately found out that, you if you have 16 eggs and you're under 35 years old,


    there's a greater than 50 % chance that you can have two children complete a family of two with a single egg retrieval. So those are just a handful of things. There's other scientific things if we kind of expand that, you know, in the realm of sort of the genetic testing and the PGT and when to use expanded carrier screening and deploy that and how can we help patients avoid serious diseases. Some of the laboratory techniques that we used. And then also we were able to evaluate some things that we thought might be helpful and then realized that


    upon examination and discussion weren't really so helpful. And so we were able to move our clinical practice along. So those are just a few examples off the of my head.


    Griffin Jones (35:16)

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    com. This rich history that you've built and been a part of building at Boston IVF from local practice to bigger group with still those local components. Now, you all are owned by someone else. And, and I've been a I've been becoming ⁓ a somewhat of a fan of the leadership at RMA. I've said that I don't know, Tom Mullen, Arwin Lynn Mason super well, but I've been getting to know them.


    a little bit more over the last year or so. And I've liked what I've seen. With that said, there's people above them that I'll probably never meet that fly helicopters to work. And so how do you retain the culture within that? And I'll say, Alan, I remember when David Stern was your CEO, he made a really good argument for


    ⁓ the local identity that you described in the local branding that Boston IVF has maintained in its different areas and And and I think David made the case really well, I still agree with the way that that's on right and pinnacle have done it which is that is the way that I would do it I would make a unified brand and I would I would be lockstep and maybe I don't know what I'm talking about, but


    I would do it for the reasons of rallying all of the states under the identity of a single nation state while maintaining some state identity but having to have that national flag around. Do you worry about Boston IVF being dissolved, losing its identity in that much bigger group that you all are a part of now?


    Dr. Alan Penzias (37:53)

    No, I don't worry about it at all. And I think it really comes back to alignment of interests. I think that in some networks, as I mentioned when we're talking about top-down, here's what you're going to do and this is how you do it, to doctors. But let's also think about from a business perspective, some large groups have been created that were not necessarily practices that were aligned philosophically, but were financial fiscal entities that were just kind of sewn together.


    because they were convenient. And I think that that is a much harder way of putting a group together and has less durability and less identity. And the reason I say that is when we look at, you talk about EVRMA Global and the founding, one of the founders, Antonio Apelethier in ⁓ Valencia, who I happen to know very well, when he was training at Yale with Alan Duterni, I did, philosophically,


    He was always about the evidence. He was always about teaching. He was always about research. And the patient, put the patient at the center of everything you do and everything else will follow. So when he started that practice and built a very large network across Europe, South America, ultimately they found a compatriot practice that was based in the U.S. in RMA that they also found philosophically was aligned in the same way, evidence-based medicine.


    into research, ran a fellowship program and interested in teaching and kept patients at the center of everything they do. And then we have us with that same core philosophy. And it just so happened that we had a geographic footprint different than the RMA group. So it was a natural alignment, both geographically as well as scientifically, patient care wise, research, fellowship, teaching, of the ducks all lined up.


    And that's what makes the network. So that's why I don't worry about what the name of the organization is, if it'll change in the future, if it'll merge. And, you know, there's all sorts of ideas of potentially making some kind of a unified brand. But the truth is that we all practice the same way. Our fellowship, another great example. We had one fellow per year for the three-year fellowship. And one of the first things that I was told when I was in a meeting with Lynn Mason,


    and who's our CEO and Tom Mullinara, our chief medical officer was, they said, you know what, you're a big practice, you've got a long track record of success, we want you to increase your fellowship. I said, well, how are we gonna cover that? He don't worry about it, we'll figure out how to pay for it. Go out and apply and get a second fellow. So we put the application together and this year we've matched for two fellows and we're gonna have two fellows per year starting in August. Why? Because the commitment to education, the commitment to research,


    philosophically was there. If you have programs that are not aligned that way, it's like, wait a second, I'm not going to be able to take an extra $10 home because we're spending that on research or I'm not going to be able to do something fancy and get paid a little bit more because we're doing some more research. But philosophically, we recognize that advancing the field is something incredibly precious. And it's actually a privilege to be in the position


    with all the resources we have to devote some of that to research, to patient care. As an organization, EVRMA Global, and we get this newsletter once a month with what papers, peer-reviewed publications, there have been in the organization. In 2025, I think that the group published 249 peer-reviewed papers. I would say that that's probably bigger than any university that I can think of in this field, and it's all because


    we want to be able to contribute to patient care and betterment globally, not just locally. And we have the resources and the data to do it. Teaching, there's fellowship programs in our network now. We have four in EVRMA and we're hopeful that we had a site visit a couple of months ago and we're hoping to get some good news that we'll be starting a brand new fellowship within our network. And we'll have five fellowship programs, training programs.


    Griffin Jones (42:06)

    Can you share where?


    Dr. Alan Penzias (42:08)

    I'd rather just keep it quiet because I don't want to jinx anything, but it is in the EV Army North America network. So it'll be very exciting to have that.


    Griffin Jones (42:20)

    How do you continue to incentivize doctors and make a career path for them when there are other companies, other financiers at the top that own equity, and try to make it similar to the partnership path that you enjoyed? you said earlier in this conversation that the founders had a philosophy of


    growing the younger doctors into partners, letting them buy in. But when you have someone else that has a controlling stake or maybe even a large minority stake, don't you eventually run out of equity for other younger doctors to buy into? How do you retain that career path that you enjoyed and helped to foster for this new generation?


    Dr. Alan Penzias (43:10)

    I think that's a great question. And the answer is that in our network, every doctor, we want doctors to come into our network wanting to be on the partnership track. And there is an opportunity for every doctor to be able to, if it's a good fit, if they work hard, if they meet the correct metrics, if they practice ⁓ in an ethical and evidence-based way and they're an integral part of the team, there's an opportunity to purchase equity.


    because the parent company wants doctors to have skin in the game. It is not that the parent company says, want to own 100 % of the equity and just have employed physicians, because they recognize very clearly that it's in their best interest to have doctors motivated to be partners. So there's always equity available that was made available to either through retiring shareholders


    or in a pool of shares that the company will sell to doctors to keep them interested.


    Griffin Jones (44:13)

    What do you think is cutting edge nowadays as you look forward to technology? What do you think has changed maybe if we're in any kind of pivotal moment in the last year, two years? I don't want you to back way far. I don't even want you thinking back five or 10 years ago. What do you think has changed significantly in the last one to two years? What do you think will change in the next one to three years?


    Dr. Alan Penzias (44:40)

    I think there are, I would break that down into a couple of different areas. I think that in terms of how a doctor practices and the tools that we have are continuing to evolve. Specifically, what I'm talking about is the medical record. So I grew up in an era where everything was paper and illegible handwriting was the rule. There was a lot of opportunity for error because people didn't read or it wasn't available. Somebody didn't have access to the chart.


    And largely that got solved with electronic medical records, but on the gain side of that, there was also problems because with electronic records, now you had to document everything in a different way and there was a system and it wasn't all free form notes. So the ease of documentation with all the limitations downstream that were many and problematic went away and you gained some other issues that were more problematic. So


    it's been a balance and trade off with the EMRs, but the EMRs have also evolved. And now many of them have a lot of features and particularly, again, one of the nice things in our network is the Artemis program, which I'm a big fan of. You know, we had used another product for many, many years, which we were very happy with. And then the functionality that we find in Artemis is phenomenal. And on the backend, there's a lot of data.


    So I have access not only through, because it's connected to Tableau, so I can actually look at in real time and see statistics on all sorts of different things that are sort of scraped from without patient specificity. So it's all HIPAA compliant. So I can look at trends, I can see things. So I can actually have a better understanding of my practice because I'm using this electronic tool.


    and the data is coming out in real time that then help direct me to understand what I'm doing. So that's a great advantage and that's an advance. There's other technology and I think a lot of people throw the term AI around very loosely and label anything that nowadays is AI is a common buzzword. But realistically building tools into the electronic record as the


    I'm working with some of the developers and they've got some great tools that they're using to help make our documentation easier, to help make patient communication better, to be able to summarize things easier, to make it easier for our nurses to interact with our patients in real time in a rapid manner by having some assist from these large language models that are captive and based on the data that's in front of you inside the record, not


    wholesale making things up like going to chat GPT, just to name one source where sometimes people will associate AI. So I think that, please, please.


    Griffin Jones (47:34)

    If I may interrupt down just to


    so I don't lose this thought on AI and tech that the complaint that many of the new AI and tech companies have is that many of the EMRs won't integrate with them and they say they will but they don't really What's that like for you all? I haven't heard what they've said about Artemis specifically, but that's a general view that


    many of them hold and it's hard for many of these new technologies to be adopted because of that. Is Artemis any better or are you picky and choosy about which technologies are able to integrate and if so, what's that criteria?


    Dr. Alan Penzias (48:15)

    they're building tools into Artemis. So they're using it on the back end to process. And I don't know the technical side of it. I just see the front end and I interact with the developers to sort of give feedback on how the tools that they're providing are working. But everything from summarizing electronic records that come in to generating patient portal messages based on a progress note.


    So you have your progress note, here's everything that I put together, press a button and it all of a sudden will generate a note to the patient in the portal that you edit of course before you send, but it is in patient friendly language. So it's interpreting my medical ease and my careful documentation that my nurse and my embryologist and my colleagues will understand, but maybe a little bit opaque and inaccessible to a patient.


    So by using that tool, I can create a very nice summary. And it's funny, I had a patient in the office the other day and they had a fairly complex history and we were kind of going through things and English wasn't their first language. And we sat there and so I showed them what my note was and I pressed the button and said, I'm gonna make this into a note that you can understand. We're gonna review it together, because I wanna confirm and this was my double check of how good the technology was. I'm gonna.


    have you read that note and tell me if you know exactly what you're supposed to do when you get your period and are supposed to call us. So I showed them my note with all of my medical ease and I generated the portal message which has a nice little friendly intro and a little friendly outro at the bottom and then went through the steps and their eyes like lit up like I understand what I'm supposed to do. I know who I'm gonna call. I know how long it's gonna take to get my


    cycle approved. I know what the name of the person I need to ask for if I have a question and it was all because that little button up there. and that's the kind of feedback that we give the developers. Say this is working real well and now let's deploy it out. so building those tools into the record I think is one thing that's really super helpful. So that's just one example on that side that I think will be continuing to evolve and that will make


    a game changer, I think, going forward for patient experience. And then there are tools, again, with responses to queries that a patient will send in through the patient portal. There is some development of a tool that will have the ability for nurses. It looks at the question and it can suggest some answers. So it'll just speed what the nurse does by giving something, OK, the patient asked this, would you like to respond with that?


    and give them a prompt and say, oh yeah, that looks pretty good. Maybe modify it a little bit. So it's not autonomous somebody not watching this, but it's giving an assist. It's kind of like using stilts to get a little higher. It's like being able to have, when you're using a pulley, if you're having to pick something up heavy or a lever, because you're getting an extra assist, it's not just your mechanical effort, you're getting a little power assist that makes your ability to respond accurately.


    faster and more personalized. So that's on the medical record side. Technologically, there's other things too.


    Griffin Jones (51:38)

    I don't know where EVRMA is on the build versus buy spectrum. There are some networks that are more on the buy side of the spectrum. are more that are some that are more on the build side. And it's not like anyone is all one or the other. Where do you stand in that buy versus build? And where do you think that doctors have to have say in in some of that? Because it does seem to me that


    that sometimes networks are trying to build things. So I'm like, you're not a tech company. Why are you trying to, it's so hard for even a tech company to do that. That's a distraction. And, and maybe sometimes it's worth it. And sometimes it isn't. Where, where do you stand? And where do you think that doctors really need to have a strong voice?


    Dr. Alan Penzias (52:27)

    Absolutely. I think that the it really depends on what the application is. So if it's building incubators, we're not in the incubator building business, we're in the incubator using business. So there it's very clear. We're going to get an outside vendor. We're going to be able to purchase something that another company makes and use it with our expertise, which is core. When we're talking about any technology, the question always is outsource, in source.


    specifically with AI, think as you're referring to, what tools does the doctor need to know about? You know, and that is where you're using a program and if you're at a hospital, for example, using Epic, what tools does Epic bring in and what do you use externally? I know that our hospital system has adopted a medical AI scribe that they're brought in a vendor and they're going to use integrating it with Epic.


    because they decided that Epic didn't have the ability to add that feature and they didn't have the in-house expertise despite being a large hospital network in the greater Boston area. So they brought in another source that they contracted with to bring in that medical expertise. I think individual doctors and individual practices, really it's kind of a little bit of a buyer beware because


    depending on what resources you have available to you if you're in a small independent practice, how much time do you have to vet all of the tools? Are they really accurate? Is this the best tool for it? Is it not so good? How do you vet that? And again, being part of a large network where you can have a team of people vetting these kind of things and then reassure you, yes, we've run it through some very high level resources that we have. We've devoted time to thinking. We decided to outsource this because it's


    better by doing so, we decided to build this in-house because we have the expertise and we're going to provide it to you as part of a as being part of our network.


    Griffin Jones (54:28)

    Dr. Penzias, thank you for coming on the program to share a bit about the history and the future vision, but also for standing up for small markets. I'm a proponent of small cities and we can't be serious about the access to care conversation if we're not serious about getting coverage in those smaller cities, which I think are the best places to grow up and raise a family and not have any fricking traffic on your way to work.


    Thanks so much for coming on the program, ⁓


    Dr. Alan Penzias (55:00)

    Thanks Griffin, thanks for having me.

Dr. Alan Penzis
LinkedIn


 
 

274 Fertility Practices Have to Get This Right. The REI-FC Relationship. Dr. Allison Bloom. Cheryl Campbell

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


The gap between provider care and financial counseling may be costing you patients.

This episode focuses on that gap.

Joining the conversation are Dr. Allison Bloom, practicing REI at Main Line Fertility, and Cheryl Campbell, Director of Operations at BUNDL.

Together they examine:

  • Where the clinical care and financial counseling should intersect

  • Why patients fall out of care between the provider visit and financial counseling

  • What physicians and financial counselors should (and should not) communicate

  • How misalignment leads to patient drop-off (Even among insured patients)

  • How better preparation before the provider visit improves conversion and retention

  • Why “covered” patients often still lack sufficient financial guidance


1 in 4 patients Leave Their Clinic After a Failed Cycle
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Our BUNDLed IVF packages, including a 100% money-back guarantee program, empower patients to keep going without adding costs.

Multi-Cycle IVF, Clear Costs, and Financial Peace of Mind with BUNDL

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  • BUNDLGUARD means qualifying patients get 100% of their investment back if not successful

  • Optional medication coverage is included and refundable under top plans  

  • BUNDL’s team supports clinics and patients with billing, payment management & advocacy

Unlock clarity and confidence — Empower your patients and grow your practice. 

Start With BUNDL — Give Patients a Guaranteed Path to Parenthood.  

  • Allison Bloom (00:00)

    Finances come up very often on the first visit. I think patients are nervous when they come in. I think you sense that and you have to make them comfortable. I very rarely get through a new patient consult without people asking me, well, do I have coverage for that? Or how much is that going to cost? Financial counselors, again, have a huge role to play to educate the patients about their insurance and their coverage.


    Griffin Jones (00:33)

    If you'd prefer to continue losing and frustrating fertility patients at one of the most pivotal points of their clinic journey, skip this episode. Many of your patients are dropping out in that phase between the provider and the financial counselor because the baton wasn't properly passed. I bring on an expert financial counselor and an REI who have each put a lot of thought into how their roles in the process come together. I scrutinize where those roles converge and diverge so that you providers and managers can build a better patient experience convert more needing patients to treatment and serve them better.


    The doctor, Allison Bloom, a practicing REI at Main Line Fertility in Philadelphia, who handles a lot of third party cases, and Cheryl Campbell, director of operations at BUNDL who manages and coaches financial counselors.


    How many children do you want to have is the question that builds our bridge between these two roles. But Bloom and Campbell make it clear what doctors and financial counselors should and shouldn't say.


    A large percentage of covered patients don't have sufficient coverage and they're not receiving the financial counseling they need to retain and help patients later.


    This is a huge missed opportunity that partners and executives should be paying attention to.


    Bloom and Campbell share tips for preparing the patient to engage in the follow-up that works.


    including meeting with the financial counselor prior to the visit with the provider.


    Dr. Bloom shares why her practice keeps using BUNDL so frequently.


    If you get this handoff right, you will better serve your patients and you'll improve your practice's top line dramatically. Enjoy.


    Allison Bloom (03:03)

    that patients are nervous. think...


    Patients feel sometimes embarrassed walking into the clinic. They feel like there's something wrong with them and they feel ashamed. They feel alone often in the journey that they have no one to talk to. And I think it's really important that we sort of provide a setting where they don't feel alone and they feel supported and feel like that we're a family for them and yeah, make them feel supported in the journey. I think that's often something that they come in very fearful of.


    Griffin Jones (03:32)

    Where do you think is the appropriate limit to that? Because I could see hitting a ceiling where you just can't provide all of the support that someone's gonna need. You can't fill in all of the rules for what a partner maybe should be doing, or friends should be doing, or relatives maybe should be doing. Where do you think is this is what we need to do in the practice versus I've taken it as far as I can go?


    Allison Bloom (04:00)

    Yeah.


    I think like you said, think making sure that the partner's on board and I think having the partner at visits is really helpful because often the partner doesn't understand what the other partner is going through and I think explaining things in person is really helpful so that they know it's not their fault and that there's things that can be done to help them. I think not only as the physician but as a practice in terming your staff of being supportive of it and I think if that's on


    enough just getting people on the outside and giving support in terms of ⁓ mental health providers and support groups and resources online to support the things we can support within our clinic and within their family structure.


    Griffin Jones (04:44)

    So do you see it more as like the emotional needs come make themselves more visible first before like the logistical needs that, you know, like people saying, are they bringing up to you issues about money or paying for treatment or coverage or did they leave all that stuff for the financial counselor? Like, are they broaching that with you or is that kind of happening down the hall and you're mostly talking to them about their case?


    Allison Bloom (05:11)

    No, think finances come up very often on the first visit. I think patients are nervous when they come in. I think you sense that and you have to make them comfortable. And I think that starts at the front door, at the person greeting them in the office. And by the time they reach you and sit down in your office, you hope that some of that nerves and that energy has become more relaxed because of the people around you have set that tone. But by the time they sit down you and you start to talk about care,


    I very rarely get through a new patient consult without people asking me, well, do I have coverage for that? Or how much is that going to cost? Or if we start talking about their family size and what I think their best treatment plan is, they often ask, I need to talk to the financial person. Or is there someone I can talk to about that?


    Or I need to call my insurance company.


    Griffin Jones (06:02)

    How do you respond?


    Allison Bloom (06:05)

    ⁓ Well, we're very lucky that we do get, I call them these little cheat sheets, which has been a game changer in our practice. Our team really runs their insurance prior to coming in. you know, as physicians, we don't say that we know everything about their coverage, but we do get sort of a basic overview of what their coverage is. So we can at least reassure them or tell them something that first day as.


    Yeah, you coming in for your basic diagnostics. Yes, you have some coverage for that. Or yes, you have some coverage for IUI or IVF. Now we don't say that what that is, but at least we can give them some basics there. We also say that we do have financial counselors available to help. And then I do, I also talk quite a lot about, know, that fertility coverage doesn't often cover everything. And sometimes when people don't have coverage that there are other resources out there like


    BUNDL and also some financial programs that can help finance some of these things. Because my goal is to build their family, not just to have that one baby. I always sort of ask the first visit, what do they see their family looking like? And that's my goal. And a lot of times people are so afraid that they just say, well, I just want a baby. And I say, well, what do you see your family looking? And they say, well, I really want two or three babies. I say, well,


    Well, that's our goal is two or three babies. Let's see how we can do that.


    Griffin Jones (07:25)

    I hear some people say that the doctor really shouldn't be talking about finance or insurance stuff at all. And then on the other hand, I see your point of people are going to bring it up anyway. So maybe the cheat sheet is the nice solution in that spectrum. But where do you side in that debate for lack of a better framing? What do you think is the doctor's appropriate role with regard to talking about?


    those topics that you just mentioned in your cheat sheet and then where is it time to move them on to somebody else?


    Allison Bloom (07:58)

    Yeah, I think that depends on what you're comfortable with.


    I think every doctor is different. think some physicians may not want to be burdened with understanding the intricacies of coverage. And I don't mean to say that I understand all the intricacies of coverage, but I know that there are some coverages out there that we understand very well and that they're very simplified when it comes to fertility coverage. And we work with them so much that I think that we can guide our patients how to best use that coverage.


    Cheryl Campbell (08:07)

    Thank


    Allison Bloom (08:28)

    And I think it's important and I often say to patients, hey listen, from a medical standpoint, I don't know necessarily that you need to do IVF, but from a benefits standpoint, this may be the best way to use your coverage. For example, I see a lot of same sex couples with donor sperm who want multiple children. Doing IUIs with donor sperm for multiple children may not be cost effective.


    Cheryl Campbell (08:42)

    Thank


    Allison Bloom (08:51)

    Do they need IVF because they have infertility? No. But should they know how to understand their coverage and make that informed decision? Yes. And I tell them that. I'm not telling you to do IVF. You need to understand your coverage and make an informed decision of how you want to approach this journey. And then you let me know how you want to approach this journey. And then we will approach that together with how you decide.


    Cheryl Campbell (09:13)

    thing.


    Griffin Jones (09:17)

    You sound pretty comfortable talking about it. Is it just the cheat sheet that's made you comfortable? Or have you had special training? Or are you more inclined to talk about personal finances in other parts of your life? is there something else that you feel like makes some of your colleagues not as comfortable as you are?


    Allison Bloom (09:21)

    Yeah.


    No, I am not very good at other financial things. I just, I think I just care about...


    the patients as a whole and I think the financial burden is real. And I really feel for the patients who can't get to where they want to be because of the finances. And I think I take that into consideration in all my care. I don't just treat everybody the same way. And I don't think every single person needs every test and every single person needs the same treatment. And I try to meet patients to where they're at because not everybody can afford something.


    And if they really need a certain treatment, then I try to find a way to get them there either through, you know, again, you know, a financial program or through a BUNDL or sometimes even through a research program if we have it.


    Griffin Jones (10:26)

    Well, now I'm going to go to my financial counseling guru. There's a handful of financial counseling experts that I go to when I want to ask about this stuff. Cheryl Campbell is at the top of that list. And Cheryl, do you like that idea of doctors talking about finance? I think of it from a client services perspective. Like sometimes there's project managers. They don't want the strategist saying anything about project management. They're like, don't mess up.


    Allison Bloom (10:29)

    You


    Cheryl Campbell (10:30)

    No.


    Griffin Jones (10:51)

    the stuff, you're going to set some wrong expectation. Do you have any of those kind of reservations about doctors talking to patients about the financial process?


    Allison Bloom (10:52)

    Thank


    Cheryl Campbell (11:02)

    I think it's great. And in fact, I think when patients come to us to talk about BUNDL and they've had maybe a slice of this type of conversation with their doctor, I think it assures them because I think they're feeling that, you know, they're counting a lot on what the doctor is saying. And so, you know, I think the doctor talking a little bit about, you know, what your coverage might be, what the financial piece might be, it really helps us. We never want doctors to feel, you know,


    that they have to go down that road because we're happy to take that piece and kind of go with it and make sense of it against the backdrop of what they're hearing on the clinical side. We ultimately want the docs focused on what the clinical piece is looking like, what the plan looks like, and then let BUNDL kind of fill in. But it's always great when doctors feel that, find their level of comfort with it. Because I think it assures patients that, okay, we're all in this together. We're all partnered up in this. We all want the same goal.


    Griffin Jones (11:56)

    What about when they don't find that level of comfort and you want them to shut up? I don't think that many, not most, but many or at least some REIs are anywhere near, have the knack that Dr. Bloom does. And so are there times where you're having a patient come to your team with some sort of expectation in mind or some kind of framing in mind that you think,


    Cheryl Campbell (12:00)

    Hahaha!


    Griffin Jones (12:23)

    I wouldn't have said it that way.


    Cheryl Campbell (12:27)

    Sure, yes, there might be some points to our program where docs might misspeak or, you know, maybe get it a little wrong. Certainly nothing intentional, but like, for instance, with our refund program, you know, you want to be careful. We have to clinically qualify people for that. We think we do a really good job of getting a lot of people in that program. But, you know, there is a sliding scale of criteria. And I think if a doc is saying, hey, they've got a program, 100 % guarantee you can get in, you know, we want to kind of


    pump the brakes on that say, well, let us take a closer look at everything. We try to counsel docs to say, if you have a 28 year old sitting in front of you, you can say they're going to get the refund program because they will. It's really kind of the sort of more advanced maternal age when we're getting into 36, 37 year olds, we want to take a look at more. So sometimes there can be patients coming to us saying, hey, I hear I'm going to get into this refund program. And my doctor said, I'm a good candidate. so we just have to kind of roll it back a little bit, take a deeper look, but


    nothing real. mean, we don't see many doctors kind of quoting prices, things like that. So short of that, I think any information is easily, you know, we can redirect it or, you know, kind of work with the patient on it if it's a misspeak.


    Griffin Jones (13:39)

    How should docs be setting up the conversation with the financial counselors so that the financial counselors are set up for success?


    Cheryl Campbell (13:48)

    Well, think that, I mean, for BUNDL, right, we're solving for not only trying to help patients on the financial side, but really be a multi-cycle option, right? It's that elephant in the room. We know 60 to 70 % of patients are probably going to need multiple rounds of IVF. So that's really kind of where BUNDL's biggest hurdle is. And so I think for financial counselors, the ideal


    back and forth with doctors would be, hey, this is a good candidate, you know, just to know. And again, our doctors are range in terms of what they'll do. Some may not want to speak about multicycle at all, and that's fine. Some patients will bring it up and Dr. Bloom, you correct me if I'm wrong. I mean, some patients are like, I wanna, I'm gonna do this. I wanna go twice. I wanna go, I want three cycles. I'm building a big family. I wanna go back to back on retrieval. So some patients will advocate for that themselves. But I think as far as the financial piece,


    piece to the physician, it really is, is this a good candidate for multicycle? Is it a self-pay patient? Is it a patient with spotty or minimal insurance? Because even though BUNDL sits in that kind of self-pay bucket, we really want to talk to patients that are even minimally insured. Because even though patients might have some coverage now, by April, May, I want to make sure those patients come back to me if they've maxed out on any benefits. I think it's just creating that whatever that


    connection works between the financial counselor and their physician to sort of say, hey, this is a patient that really could use some exploration with BUNDL. And I think that it's just trying to keep that line there. And some doctors want to feel better about it than others.


    Griffin Jones (15:27)

    Do you either or do you want to train physicians so they ask the question that Dr. Bloom had mentioned, which is how big do you want your family to be? How many children do you have? Do you train them on that or do you want to be training them on that to start the conversation that way?


    Cheryl Campbell (15:43)

    Well,


    it's funny that it came up because it's exactly what we try to say to docs. You don't have to say much, but you know, and we say it too. What does your family planning look like? What is it? What is your thought? Because we want to make sure from a BUNDL standpoint that we put them in the right program because our programs have different variations to them. So we're psyched if that's the question. Yes, I think rather than, you know, say mention multi-cycle mention BUNDL, it really is that. What is your family plan? What does it look like? What's the plan? What do you want?


    Allison Bloom (15:47)

    Yeah.


    Cheryl Campbell (16:13)

    Because I think a lot of patients are, want a baby, I just want a baby. Well, you know, here we are. Do you want three babies? you like, you know, it's kind of and then they kind of have that aha moment, where it's like, yeah, I didn't I thought I could just, I just I just want that baby, because I'm struggling and I'm having such a hard time. And so I think that that is such a soft landing, such a great way to start that conversation. So I guess to answer your question, yes, if I think there was one thing


    that we could really talk about is really just that. Because I think it naturally then moves towards, well, here's options, right? We have a program that you can do back to back and save money and get your transfers. Because remember, you need transfers for a baby. And it just kind of creates that entire conversation.


    Griffin Jones (16:58)

    Allison, when did you start taking that approach? Because I don't think it's immediately obvious that REIs do that or should do that. My PCP doesn't ask me how long do you want to live for? How old do you still want to be able to climb up stairs for? How heavy of a grandchild do you want to be able to lift when you're in your marginal decade of life? My PCP isn't asking me those questions. And maybe they should.


    So I don't think it's immediately obvious approach. When did you start?


    Allison Bloom (17:28)

    something I kind of did from the beginning and I think I got it from some of my mentors ahead of me but I think where it really became transparent is again I think I see a lot of same-sex couples with donor sperm and I think that's another place where you really have to plan ahead how many vials of sperm do you need and in order to know how many vials of sperm you need you need to know how many children you want if you want the same donor and I think


    that that is such an integral question in that population. And I think it goes to the insurance piece as well. So I think it was something I learned from mentors. I think it's really important in the donor community. And then it's equally as important when you think about coverage and cycle planning. Like Cheryl said, think patients don't understand that not every IVF cycle is going to result in an embryo. Patients don't understand that not every


    IVF cycles are gonna result in enough embryos. But if you don't tell them that, they're not supposed to know that. So it's really important that you educate them about their own body and their own numbers and their own expectations. To me, I'm very transparent with the patients and it's not being negative or positive, it's being realistic. And it's setting expectations so that they're not disappointed, but that they're also planning for


    the possibilities of needing more than one cycle. And if they go and they save all their money on this one cycle and they have one embryo.


    fails and they're heartbroken, well, we didn't give them what they wanted. And we didn't do a service to them. So I'd rather be honest with them and then prepare and maybe wait six months and get the money or however they need to do it and get them into a program that is going to get them to their end goal than just tell them not the truth or not be honest with them from the get-go.


    Griffin Jones (19:19)

    So it's an interesting point about third party IVF though, that if they are going to want to have the same donor for subsequent children, that's something that they're going to have to think about now. is it something that, I mean, the need is equal across cases, or maybe not, it's extremely important across all cases, but that it's even more of an obvious sort of nudge with third party?


    Allison Bloom (19:43)

    Yes, absolutely.


    Griffin Jones (19:45)

    Jill, is it an important question? Is this a question that only the provider should be asking or should the financial counselor be asking the question, how big do want your family to be? How many children do you want to have regardless of the discussion that has happened with the provider?


    Cheryl Campbell (20:01)

    think that's a tough one, right? Probably not. That might not be the juncture where that's happening. Look, financial counseling is a quick, mean, for the most part, it's overwhelming. And part of why BUNDL exists is to help being an extension of that. Financial counselors, there's a lot. These are busy. Allison's in a very busy clinic. A lot of our network is very busy clinics. Financial counselors have a lot. And so I think that it's...


    It's hard to get granular, right? At that discussion. You wanna hope that they're passing along, you know, a good bucket of information because again, to Allison's point, I think it's information, options, transparency. Like patients don't underestimate how much patients want that, right? They wanna know what they can know. We educate all day long in the best way we can from our standpoint. So I think patients just, want the options, they want the information and understanding.


    I think financial counselors just have a shorter window with the patient and not because they don't want to give them all the tools they can give them, but I think it's just a different juncture. So when we are able to, again, be that extension with financial counseling, we can get into more of the weeds on things and kind of really talk through the stuff that maybe had been touched on the surface and then try to sort of you know, kind of meet that out a little bit better.


    ⁓ But the financial council, it's tough because I think it's just a smaller window.


    Griffin Jones (21:26)

    Allison, when I asked that question, you had a little bit of a trepidatious look on your face like, I don't like that idea. Tell me about that.


    Cheryl Campbell (21:27)

    Yeah.


    Allison Bloom (21:30)

    Yeah.


    just think the financial counselors, again, they are busy and they have a huge role to play to educate the patients about their insurance and their coverage.


    And they don't have the medical background. So for them to intervene and start to give advice about how to use their coverage in terms of what medical path or what interventions to use, I don't think is the right place.


    Now, where I think that we can do better is educating patients how to optimize their coverage, meaning sometimes patients don't have enough coverage. And I don't think we do a good enough job of teaching patients, and not just us, but the insurance companies, of teaching patients of how to optimize that coverage. For example, patients spend a lot of money of their coverage on medications. And if they pay for their medications out of pocket,


    then those medications are actually cheaper and they'll have more money to use towards procedures and cycles. But the patients don't understand that unless you tell them that, right? So again, this is me probably overstepping, but I tell the patients, ask these questions, know, find out how much your medications cost through your insurance or if you self-pay, right? If we know we're gonna need to do more than one cycle and you have X number of dollars through your insurance,


    then let's see how much we can get from your insurance to pay for your cycles and then you self-pay your medications. But this is something that, why should the patients know this? Someone has to teach them this. So these are the things we need to teach our financial counselors how to educate the patients on. That is a role that is appropriate.


    Griffin Jones (23:13)

    That particular concept of paying for meds out of pocket because they're cheaper that way. Do either of you or do any of us know yet if that's as true, less true, more true with TrumpRx?


    Cheryl Campbell (23:27)

    I know, I don't know. Yeah, not sure.


    Griffin Jones (23:30)

    That will be something that's interesting to pay attention to. wonder if it becomes more true. I really have no idea. Cheryl, you mentioned you want them being the doctors to get good information for the financial counselors so that you have more to work with. What other information would you like them to have uncovered other than the desired


    Cheryl Campbell (23:33)

    Yeah.


    Griffin Jones (23:55)

    size of family.


    Cheryl Campbell (23:56)

    the FCs to get at their first console kind of thing.


    Griffin Jones (23:57)

    No,


    the that you want would have wanted the providers to have have uncovered so that the FCs already have that information by the time they're meeting with them


    Cheryl Campbell (24:07)

    Right.


    Well, again, I think what anything that points to the clinical plan, right? I think that anything that the docs can uncover and then, and again, every clinic is different, I think, with when that financial counseling piece comes in, it could be, you know, post conversation with the doc, maybe it's pre, although I'm guessing most of the time it's kind of, you know, they go to the doc and then there's literally sitting down with the FC to talk about, you know,


    that financial piece, but I think that at that juncture, it's great if they can know anything about the plan. Again, for us, is it a multi cycle?


    Griffin Jones (24:41)

    Is that to say


    that you're seeing a lot of notes that have very little reference to a clinical plan or none?


    Cheryl Campbell (24:48)

    Sometimes,


    yeah, sometimes I think sometimes when we get a patient cut over to us, they're not, the FC may not be 100 % sure fully what the plan is or how that's computing to what the financial, and again, I think this kind of piggybacks on what Allison is saying, which is it's just building a little more education at that level. That is a frustrating level for a patient when,


    Okay, they're feeling good now about what they heard in the clinical side. Okay, I need these diagnostics. I might need meds. I can maybe understand. They get to the financial counseling piece and they're hearing a little bit of what you might have coverage. We think you have coverage. We have this plan, which is multi-cycle. We've got this plan, which is a grant. It's a little overwhelming. And I think that...


    it's that's the moment to kind of tie all these pieces together and really help the patient. And I think that we're not always getting the full picture when we get a patient. And I think that it's just the financial counselors. Again, it does come back to education and what we'd like them to kind of feel comfortable. We're not asking them to kind of get an AMH necessarily, but you know, just some idea of, is this an IUI patient? Is this potentially a donor patient? Is this the same sex couple? Is this, just like,


    That really helps us when we're trying to counsel, when we take the patient over and say, okay, BUNDL's got this program for you. And so we stumble and stutter a bit at that juncture where we're counting on that clinical refer. We're counting on wanting those patients to know about BUNDL. The worst conversation is when somebody didn't know about BUNDL. So first and foremost, just let patients know there is this option.


    It may be out of the realm of anything they can do, but we certainly don't want them to never know that there isn't an option for them. So that's the main thing. But I think that it's something cohesive, a little bit more understanding of what that journey is going to look like for the patient at that moment. And I think sometimes it's a little spotty with the information that comes over.


    Griffin Jones (26:46)

    Allison, when FCs have spotty information or a lack of indication on what the treatment plan might be, is that from poor note taking? Is it something else? What does that come from?


    Allison Bloom (26:59)

    yeah, well, I mean, sometimes at your first visit with a patient, they don't know the plan, which means we don't know the plan, right? So if you have a patient that comes in with primary infertility or secondary infertility, you're laying out a diagnostic cycle for them, right? And then you're laying out really two treatment options generally. You're laying out a medicated IUI path and an IVF path.


    And honestly, sometimes it comes down to what's covered and what they can afford. And part of that financial counseling visit is for the patient to understand their coverage and to understand what they can afford. And unfortunately, a lot of patients are forced into less effective treatments.


    because they're cheaper or that's what they can afford. And sometimes for some patients that might not be the right treatment. That treatment might actually pose higher risk, like higher risk on multiples. But that visit may not, they may not go into that financial counseling visit with a set plan. That financial counseling visit is the visit for them to figure out what they can do financially. And I think that's very common in way that they approach that visit.


    Griffin Jones (28:14)

    this would be an entirely different topic. So I don't want to take us too far down this rabbit hole, but I do want to explore it to see where the edge of our conversation goes, which is some people increasingly are talking about as the field grows and as we hopefully become a field of medicine that serves population health, that you need a tier of the system or an adjacent system that triages patients, that sees patients before they need IVF and that


    REIs are really seeing patients that are IVF ready. Would that system help this theoretically? there other challenges that might come from that?


    Allison Bloom (28:52)

    I think that's such a gray area to say that there's patients that are non-IVF and IVF patients. I think that's such an informed decision making process with the patient and the provider. I just don't think there's many patients that fit in that box.


    for many reasons. know, there's differences in ease, there's differences in egg reserve, there's differences in diagnoses, there's differences in desire for family size. So I think that would be really hard.


    If you're talking about our EPPs seeing our ovulation induction cycles within our clinics, yeah, that happens. My EPP does most of that. But I don't think that could be divided outside of this clinic because if you talk about three to four cycles of medicated IUIs, if they want to start that, they're very quickly coming back and doing IVF. People are not sitting in that category anymore for long periods of time. I think that's few and far between.


    especially the way we're sort of helping people financially getting into IVF if they truly need it.


    Griffin Jones (29:56)

    That is the limit that I wanted to explore with that. And it is its own topic because I do know that people want to pursue that. And you've given me a little bit of ammo for how I can press them with those questions. Cheryl, you talked about maxing on benefits. And I think oftentimes we would think of a program like BUNDL as something that's exclusively for self-pay patients, but it's very much not. And so talk to me more about that.


    Cheryl Campbell (30:07)

    Yeah.


    It is very much not. And I think that as we grow and expand, we're seeing more and more that there isn't the bucket of self-pay insurance, right? I think years ago, maybe that was the case, right? It was like, you were designated insurance, that was it. You were done or self-pay, that was it. But I think now coverage is spotty. still is. Listen, we have patients that we call it BUNDL their unicorn coverage, right? That means they've got it all and we're thrilled for them. And that's great. But that is


    definitely not the large percent of patients. And I think we're now able to help counsel patients through, know, maybe they're covering in their meds, maybe they're getting a cycle of monitoring, maybe they're getting a cycle. And so again, like I said, that one cycle for a fertility patient, you know, is going to, they're done. They're coming and talking to me now, March, April, right? They're ready to go. They're 36, they're 37. They're not waiting until they can figure out, you know, more coverage. So,


    It's great that we're now expanding and able to help people, because again, it's just not the one size fits all. It's taking a look at everything for them. And we think we're helping a lot more patients that felt that they were just done if they did their insurance and then that was it, or paid one self-pay and that was it. So I think we're just trying to kind of expand what that box is now and help more more patients.


    Griffin Jones (31:41)

    Do you have any idea of what the percentages might be? Even just like really rough ballparks of what percentage of covered patients you think are not sufficiently covered to reach their goal of family building? I even if it's like, is it 20 % or is it 80 %? Like, do you have any idea if it's a small sliver, if it's the majority?


    Cheryl Campbell (31:58)

    I know that's a hard one.


    Well, you know, when we look at practices that have let's say they're I don't know what would mainline be Dr. Bloom like a 6040 insurance cash 7030 that 70 bucket of insurance. You know, half of that is probably probably more, you know, probably more is just like maybe that one cycle covered or a $10,000 max or Yeah. Yeah.


    Allison Bloom (32:15)

    7030.


    least.


    I mean, a lot of people have a $10,000 max. mean, that's


    not coverage.


    Cheryl Campbell (32:38)

    That's not coverage at all. And the thing is, is that we're working closely to try to say, hey, listen, this patient that had the 10,000 max maybe did something. Maybe they did something in January, February. Just make sure we don't lose them. That's another avenue of us is that let's not just ding them as insurance. Let's make sure that they can bubble back up and talk to BUNDL or talk to BUNDL back in January. Let them max out. We do this all the time. We'll say to patients, use what you can with what you've got and then


    Here's BUNDL, here's what your quote is, here's what we would look like. So maybe in two months down the road, you come back to us if you're not successful with where you're headed and we can help you. So we're trying to make sure that maybe an insurance patient is now that becomes cash pay. And again, this is another financial counseling piece is kind of keeping people like that on the radar to say, hey, let's make sure that at least they know their options with BUNDL because now they're.


    Now they're feeling like I'm out of luck. I'm at, I don't know what I'm doing. I've got this great plan from Dr. Bloom, know what I want to do, but now like I can't get started. And we are program that can kind of help them continue on and, at least can, you know, get started again.


    Griffin Jones (33:48)

    You mentioned that there can be a tendency to just drop them and they're in the covered bucket. Do many or even most practice financial counselors tend to do that? Do they tend to take those under covered folks and just put them in that insured bucket and not have these conversations with them early enough?


    Cheryl Campbell (33:53)

    Hmm.


    They can, they can do and that's just purely based on the way their workflow is and what their job is and that's understandable. They see them as a covered.


    Griffin Jones (34:16)

    But is


    it a mistake with regard to preparing the patient for what they're ultimately going to need?


    Cheryl Campbell (34:22)

    Maybe a little, maybe it's a missed opportunity to be honest. Again, we struggle with it a little bit because we want to make sure that patients have the full, again, as a ⁓ fertility patient myself many years ago, I remember just, you want options, you just want options. You don't want to be told that you're out of options or information. And I think that's what this is. This is set it all up now, let patients have all these options upfront so that for every eventuality,


    they understand, wait, okay, I'm done with that cycle. That didn't work. I had coverage for a medicated IUI, whatever. Now I'm in the IVF bucket. I remember BUNDL. It's just trying to keep that continuity. So yes, to answer your question, I think there's sometimes a disconnect there where they will not reengage and reemerge them as a self-pay patient. And that's a struggle. I think that that's something that we could kind of do better with. But understandably,


    I think for an FC, they might be thinking, well, this is an insured patient. And listen, I will tell you, I have insured patients that will use BUNDL anyway. They don't want to go down the road of trying to tackle, what does this 10, 15, I think I have meds, I think I have monitoring. You know, they may just say, maybe I will put that to use down the road if I'm in a fertility journey, but right here upfront, BUNDL is what I want to do. It's easier. I'm going to be able to work with the BUNDL team. I'm going to be able to get this done upfront. I'm going to be able to get the loan that I need.


    right now because I can't dip back and get a loan for a single cycle maybe down the road. I've got to get it here now. So it's just all those variables when we educate patients, they've got it all up front and I think they it's just giving them the opportunity to make an informed decision.


    Griffin Jones (36:03)

    You mentioned a couple of times how short the window between the financial counselor and the patient can be. Is that just a function of it's at the end of a long visit in the office, you want to get them home or are there other reasons why that window is so short?


    Cheryl Campbell (36:18)

    I just think it's a, it's a, they're busy. I think it's just, I think it's just the nature of what that function is within. Well, the clinic, you know, it's all, it's all domino effect, right? It's a, it's a busy clinic. It's a, it's a busy doctor. We see a lot of FCs we sort of in like pod situations. I think they do it at mainline. Dr. Broomworth and FC will be assigned out to a group of docs. So they're managing their entire group of patients.


    Griffin Jones (36:26)

    they being the financial counselor they being the patient


    Cheryl Campbell (36:45)

    I just think it's, it is a tough role and it's a important crucial role. And I think that it's just a little, can be overwhelming. And I think to, and to Allison's point too, you know, these are, these are, you know, they want the same thing as, we all do, right? They want the good patient experience. They want the patient to be successful, but there isn't, you know, we, but the education is important and they need to kind of understand a little, you know,


    just about clinical stuff in general possibly, just helping them to understand how does it all come together because they're really just working numbers all day long and you know, that's, it gets rote. I think it just gets, it can get very staid, you know.


    Griffin Jones (37:27)

    Allison,


    you're nodding. It seemed like you had an opinion of why that's such a short window.


    Allison Bloom (37:35)

    Well, first of all, our financial counselors are not in the office, so they're not seeing them the same day. So most of these are telehealth or phone calls. But yeah, think they're just.


    they're pulled in a lot of directions. We do have our own financial counselor, so I have my own financial counselor for my patients, which is nice so we can interact with them at least. But it is, it's a tough thing to counsel those patients, and I think that's a very stressful call for a lot of patients is the money piece. But I will sort of take this back to the role of the physician as well. So I think this is a place where the physician can also help. So after every IVF cycle, I meet with all my patients about a week


    leader and in most of the time they're telehealth calls. But part of that next cycle planning step and especially when we know that they need to do another cycle, I always talk about three things. Where are they mentally, physically, and financially? And what can they do in those three realms? Are they mentally prepared to do another cycle? How did they handle the cycle physically in terms of timeline? And I always talk about where they are financially.


    And that has to do with, know, do they have coverage left? You know, and if they don't, how are we going to do this and can they do this? Right? And I take that approach and I think that's not that I need to figure it all out for them, but I think that it's important that we sort of, you know, understand that this is something that they're dealing with. And I think just acknowledging it, you know, shows the patients that


    this is real, right? Like this is a burden and we understand it and like anything that we can do to help or respect that I think is important, you know, and sometimes it's okay. Let's talk about BUNDL. Let's talk about, you know, a loan company. Let's talk about ways I can, you know, make your cycle meds more affordable. You know, let's change protocols. So these are things that I think where the physicians can come in to make a big difference and make sure that these patients don't get lost as well.


    Griffin Jones (39:40)

    So Dr. Bloom answered it from the provider side of the question, the question being what can practices do to expand that window? And she answered it of what providers can do. What can practices do or managers do to expand that short window? Is the answer scheduling more time or different times? I've heard of some practices that will actually have the financial counselor meet with the patient even before.


    They meet with the REI and then again, and they'll just have a very brief meeting before just to say, hey, here's what you might talk about that. And then you're going to come back and see me. Maybe it's just five or 10 minutes even, but just to sort of get the patient acquainted with that process and with the financial counseling team so that when they come back, they're more engaged. What can managers be doing to expand that window, if anything?


    Cheryl Campbell (40:31)

    think that equates to one of the best practices for sure is that you can maybe do a pre meet and then, you know, have your regular financial session. And then I think the best thing to do is kind of teach a cadence of follow up, right? One thing that we, will say my team is very good at is just knowing that follow up cadence with a patient. When was our last conversation? And it sounded like they were struggling with making decision about X. So, you know, just


    note-taking, look, simple note-taking, right? And again, understanding that these FCs have a lot of patients on their plate, so to speak, but I think one thing that would go a really long way is really that follow-up. Hey, did that patient cut over to BUNDL? Hey, BUNDL, did you talk to these five patients? So, you know, how did that go? Do I need to intervene in any way? And just not just kind of do the handoff and be done in a perfect world, but because I know that it's tough because they have a lot going on, but


    I think follow-up is always key. I think patients knowing that you are taking care of, that you are on their radar, that you're not just being handed over, you're not just, you know, give us 15,000 and then you're done with me and I can move you on. I think anything that can really just sort of give that patient the understanding like, hey, I'm with you, I'm your person, I'm advocating for you, maybe you don't need me anymore, but you know, I'm here. I think it's...


    It's simple stuff like that, really.


    Griffin Jones (42:00)

    You said that prior meeting is one of the most effective things you can do. it just because it teaches them to participate in that cadence of follow-up or is it something else too?


    Cheryl Campbell (42:10)

    Well, I just think it makes the patient like, wow, I'm, they got me, I'm being seen and being heard. I think when Allison started the entire conversation about how, you know, patients come in feeling broken, they don't feel heard, they feel like they failed, they're embarrassed. Is it me? Is it my partner? Is it like everyone else has a child? I don't. I think so anything you can do, I think at any point along this journey,


    to sort of make the patient understand that they're sort of a part. They're now going to enter into a difficult, yes, likely a difficult time, but with a practice and a subset of clinicians and admin teams and FCs, we're all here with you and we're gonna give you the best possible information, opportunities. And if you need me, I'm here for you. you need five minutes, if you need 10 minutes, at any time, it just gives them that feeling like, okay.


    I've got a team behind me.


    Griffin Jones (43:06)

    Allison, you seem to have a slight preference for BUNDL and Cheryl. I promise this is not a jerk comment. I'm just asking, why would a doctor care?


    Allison Bloom (43:12)

    Yeah.


    Griffin Jones (43:15)

    Why would a doctor care which financial program the practice ends up using?


    Allison Bloom (43:20)

    I mean, I think as long as they serve the purpose, you know, and that...


    That's the point, right? So, you know, one, think that, you know, we work closely with BUNDL, so this is what I know, but they're very good to our patients. They counsel our patients very well. They're respectful to the patients. They're, you know, reliable. They meet with patients almost the same day or within a day. You know, they're providing the service that they say that they're preserved, that they're, you know...


    that they're promising, right? So I feel like that is why we continue to go back to them. And I continue to tell my patients to use them. I think also, when you think about multi-cycle, you tell these patients that they're going to get lower cost per cycle. I think also it's like, it just reduces that pressure. That it's like, if that first cycle doesn't succeed, it's not like everything was in on that cycle and we're done and it's all gone.


    takes off that financial pressure is a big piece of it. And I think the other thing is that patients really like the option for that guard, right? Like that protection program. And it's not for everybody. And if they want a bigger family, I talk to them about like, do not do the BUNDL guard, because they're going to make you use all your embryos, right? Which is great if you want one child and you know, like, hey, listen, I've been at this forever and I need to leave here with a baby.


    do the BUNDL guard, right, if you qualify. But if you want two or three kids and we end up with one embryo or two embryos and you're 37 years old, that is not the right program for you. So, you know, come back and talk to me. And I think they're really honest with patients about that.


    and the patients will come back and ask my advice and I think there's open communication. So I think that it's a great service. I've been very pleased I haven't had any complaints from patients. The patients are very happy after their consults. And I usually tell my patients or my new patients that I'm talking to, I think a large majority of cash pay patients that don't have insurance who need IVF will use BUNDL.


    you know, if I tell them that they're going to need more than one cycle.


    Griffin Jones (45:29)

    Cheryl, what's one thing you want either providers or financial counselors to start or stop doing?


    Cheryl Campbell (45:37)

    look, I think that we want patients. I've said, I say this all the time and, and, and Dr. Bloom kind of just nailed it right now. It's just like, start just having that conversation about options, about, you know, this looks like this.


    So here's what I can give you. Here's what I can tell you that we offer. But you know what? It doesn't have to be about BUNDL either. We want people to have all the options. I can just say that from a BUNDL standpoint, it's important for us to kind of stay true to what we do. We're a multi-cycle program. We partner with lenders. We can try to give you, we will work with you. I have patients I've been working with for a year to get them started. They're not financially there yet, but we can take your patients and help you. I think it's just stay connected, stay connected with.


    programs like BUNDL to kind of look at that full experience for the patient. Let us share ideas. Again, doctors are very busy. They're not going to necessarily dip back. But Dr. Bloom knows that she's got a line to me to reach out about a patient at any moment to say, hey, listen, I'm not sure she qualifies for guard, but her reserve is really good. Can we get her it? Whatever. think it's just continuing to have it. Let's not all be siloed. Let's just try to


    give options, educate, be upfront, be transparent, share ideas. I know that's very maybe kumbaya, but I just think that's the patient experience. When patients feel left off to the side, if a patient ever said to me, gosh, I felt like BUNDL really just kind of like took my money and ran and wasn't like, it's just like a knife to the heart. Like I can't.


    Allison Bloom (46:56)

    Yeah


    Cheryl Campbell (47:13)

    I can't say enough about how much we don't want patients to ever feel this is just either a money grab or or a, you know, or something where we don't have the patients best interest at heart. Like I said, my whole team are fertility patients and it doesn't matter that we experienced it a year ago or 20 years ago, it still hits that, you know, we had to go through this. And so we want patients to understand that when we counsel them and that we're there with them and we really understand what they're going through.


    Griffin Jones (47:39)

    I gave your team a little bit of a shout out, Cheryl, by name. You, yourself, two others, Courtney and Kerry, and I don't know how many, I don't think I did that for anybody else's admin team in a overview that I did of the patient finance and payer category. I think it's because you can tell that that's who you are. You are a person that will not sleep if somebody even feels like they got the short end of the stick.


    Cheryl Campbell (47:42)

    You do.


    Wow. Thank you.


    Griffin Jones (48:07)

    And so, and I think that's who people want to do business with. So I look forward to having you back on a fourth time, Shail. Also, both of you busted silos today. You'll get a silo. You should get a silo busting award that because I think we pointed out the exact places where the provider's role ends and the financial counselors begin so we can have a proper handoff of that baton. Thank you so much for joining me today.

Main Line Fertility
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Dr. Allison Bloom
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Cheryl Campbell
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273 The War for Fertility Talent. How RMA Retains and Develops Their People. COO, Iris González

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


How do large fertility networks retain great people when everyone is struggling to do the same?

In this week’s episode of Inside Reproductive Health, Iris González, Chief Operating Officer of IVI RMA North America, talks about how one of the largest fertility organizations in the country approaches retention, leadership, and patient experience at scale.

Iris shares:

  • How IVI RMA uses regular operator meetings to address retention across practices

  • The dyad leadership model used throughout the organization

  • IVI RMA’s built-in backup staffing strategies

  • Why IVI RMA implemented patient advisory councils (and how they act on the feedback)

  • The operational changes they made to improve financial counseling

  • How IVI RMA tripled patient survey participation (While improving NPS)


Patient-Centered Fertility Clinics Are Fighting for Their Freedom of Pharmacy Choice
When Your Patients Pay Twice as Much… Who Really Wins?

One clinic got tired of the red tape at their payor’s preferred pharmacy and decided to fight for their freedom of choice. The result? Huge savings for their patients—and smoother workflows for their nurses. 

Here’s what one patient emailed their nurse: 

“I received all my medications from Mandell’s for around $5,300. The same prescriptions were nearly $10,000 through ****, and over $7,000 at ***—even with insurance.” 

See what happens when you partner with Mandell’s Pharmacy

  • Iris González (00:00)

    A team member as they're mastering the current role they can see a role far away and have ideas of what success look like for that role. But it's really important for us to outline key competencies, so that team members understand and see what they cannot see from their current seat and allow them to continue to explore, in a safe way that also honours team members and tries to mitigate as much as possible that resentment type of experience.


    Griffin Jones (00:37)

    How does the IVIRMA handle retention, you're going through the same problems that everybody else is, aren't you? It is hard to keep really good people. IVIRMA has a lot of people. So how do they do it? They meet with their practice operators twice a month, all the practice operators from all the IVIRMA practices in North America, they meet, what do they talk about? Well, one of the things that they talk about is how they retain their people. What did they come up with? I talked with their chief operating officer, Iris González, she talks about retention of personnel, she talks about the dyad leadership style that RMA employees not just at the top level, but in all of their regions and practices. She talks a little bit about their physician meetings, nursing boot camps.


    She talks about backup solutions that RMA has to make sure that they don't just have to fill a vacancy for the sake of filling it. She talks about something that RMA just implemented at the end of 2025 or finished implementing, which are patient advisory councils.


    She talks about how they filter and implement the feedback from these patient advisory councils. And you know what one of their biggest pain points was these patients? financial counseling process. What did RMA do? Now, instead of counselors just reporting to their local practice manager,


    They report to a team that runs all of the financial counselors for all of the practices. And Iris shares some of the methods that they've implemented help them to retain and delight patients.


    Iris also shares how RMA tripled their response. So wasn't just that they went from 8 8.5 on the net promoter score to nine.It's that they tripled the number of people. that filled out the bloody survey. We all struggle to do that, don't we? How did RMA do it? Iris González explains.


    I also share a little story about Mandell's Pharmacy and a clinic that was really happy with them. A note from a clinic from a patient because everybody loves working with Mandell's. I hope you enjoy this conversation with Iris González, Chief Operating Officer at IVIRMA North America.


    Ms. González, Iris welcome to the Inside Reproductive Health podcast.


    Iris González (03:48)

    Griffin, thanks so much for having me. Looking forward to our conversation and chat today.


    Griffin Jones (03:53)

    What's the hardest part about retaining and recruiting people at a company the size of IVIRMA?


    Iris González (03:59)

    It's a great question, Griffin. Certainly for us, what we are constantly mining for and thinking about is not just having a conversation with a candidate in front of us for the opportunity to get in our doors today, but also thinking about how can we help retain our talent, retain team members that are joining our community so that...


    Not only are they having a satisfying career and job in the moment, but they can build a meaningful career with us. So as we grow, they can continue to grow as well.


    Griffin Jones (04:36)

    So you got to sell them a little bit on what's in it for them. How are you vetting them? What are some of the things that you're doing to make sure that they're going to be a good fit for the organization?


    Iris González (04:48)

    Yeah, I think to your point, Griffin, that as we are having conversations with candidates, it's a two way process. So just as we are interviewing them, we recognize that candidates are also interviewing us. And so for us, what we're screening for and really thinking about are three critical areas. Character, and so that's mission fit, mission orientation, it's competence, your technical skills, your technical capability.


    And third is culture or chemistry fit. We're really deliberate and thoughtful around being clear around what kind of team members are really going to succeed with us. And for us, it's pretty clear. It's team members who are exhibiting behaviors are aligned with our organizational values of excellence, of research, and of world-class clinical outcomes.


    And so as long as we're having conversations and interviewing with candidates there, I think that helps create that transparency early on as well. So we can make both ways mutually informed decisions.


    Griffin Jones (05:55)

    People will probably want me to ask about things you do to retain docs and embryologists, but for my own curiosity, I'm more curious about the people on your path in the accountability chart, the operations people.


    from practice managers to other areas of ops, how you're vetting, training, developing those kinds of people, because I have come to believe that true operations people are few and far between, that many of them are either consultants, like they can tell you and they can even see the problem and they can describe it, but operations is about operationalizing. You have to make it come to life.


    every day and that's totally different than just being consultant. And then the other camp that people often fall in is their project managers like they can they can manage projects effectively like they're reliable, they'll cross the thing off the to do list and they'll make sure the dates are on time. But often they'll just project manage chaos, they won't actually improve the system.


    that they'll be focused on the delivery, the fulfillment of what they're supposed to do, but then they fail to really operationalize and instill better systems. How do you vet and develop those kinds of people?


    Iris González (07:21)

    Yeah, it's such a great question and I really appreciate how you outline that Griffin. Start with first things first, for practice operators within IVIRMA, done a really good job at identifying the competencies that are required in order to be successful in the role. And those competencies,


    that inform our selection process. How do we interview? How do we set expectations? How do we provide clarity on what good looks like? All of that has been pressure tested and informed by physician leaders across the organization, as well as team members and leaders in various roles in our organization that have been here for a lot longer than me have all helped to pressure test to inform. We also spend time, I, for example, I hold


    bi-weekly basis, a national practice operator meeting. And so creating a collaborative space where we can ask questions, be curious together, and build a safe place where team members can learn from each other allows me then to see leading practices, leading ways of working that then I can build systems of scale for how can we repeat and select or onboard, train, develop.


    talent to be successful. And we do that, we can say that's for practice operators. We have a phenomenal nursing bootcamp program. We have phenomenal best in class lab leadership programming. So, and we're building it out more and more. We have a fantastic Chief Human Resource Officer, Tracy Ward, who joined us recently over the last six months.


    So we are really taking the opportunity to codify it and scale it further. Our ambition and intent is that that will be well-defined selection process informed from team members and experts who have done the work. Like my own background, I grew through operations, owning and running clinics into multi-site leadership so that we can make sure that no matter the entry point or no matter the role, these


    We feel really good that every single team member has a clear selection path and development path that creates for them optionality for how they can also grow with us as an organization.


    Griffin Jones (09:41)

    The National Practice Operators meeting is that practice managers and is it practice managers of different RMA practices? Is it every manager of every practice? Tell me more about that meeting.


    Iris González (09:52)

    Yeah, it's every single practice operator, whether you're an administrator, manager, director for every single one of our practices in North America. So Canada and the United States all participate edge to edge United States every week.


    Iris González10:08)

    every two weeks.


    Griffin Jones (10:09)

    every two weeks. How many people are on that meeting?


    Iris González (10:11)

    So it's a great question. So we'll have 16 field leaders across one representing each one of our markets. And then we also have a cadre of what we call home office leaders as well. So sometimes that might be our CFO, our CCO, our chief commercial officer. It might be Dr. Molinaro. It might be Tracy Ward, who I just referenced, depending on the topic. That forum is really designed


    not just for deep dive curiosity questions that are facilitating agreements on how we can unify our ways of working and learn from each other, but there are also forums where we want to add value to our practice operators and develop their skill set and develop their capabilities in a meaningful way as well.


    Griffin Jones (10:57)

    What do you guys talk about?


    Iris González (11:00)

    We can talk about everything under the sun Griffin from, you know, niche patient population opportunities. Talk to me about how we're handling this type of patient and what has worked well to provide them individualized care. What might, you know, we are running into a stumbling block around recruiting X type of talent. What are ways in which we can be creative to push through that?


    We have new enhancements rolling out in our proprietary EMR. Let's make sure that you understand all of the value that we have added to you and your teams on a day-to-day basis so you can maximize the usage of that. We might talk about patient sentiment, patient experience, insights that we're seeing on a North America basis or regionalized differences. We could talk about scheduling. We could talk about


    Griffin Jones (11:55)

    Of the different buckets of problems that you all talk about and solve together.


    Iris González11:55)

    competitors in the marketplace. So really it's to fortify and double down on strengths that our practice operators have and also support them in asking bigger questions to open up their aperture and their own leadership so that we can also support them in again, maximizing the impact that they can make in their practices.


    Griffin Jones (12:25)

    recruitment, retention, maybe patient recruitment, EMR stuff, that whole gamut, what would you say, which bucket do you find to be the most common, the most common pain points that practice operators are facing? Is there people, isn't it?


    Iris González (12:40)

    100%,


    100%, it's retention. It's, hey, I have so-and-so talent specific role that's leaving for 25 cents extra, a dollar extra to a hospital type of environment. So recruitment is certainly the number one area of focus for our teams and for myself included.


    Griffin Jones (13:04)

    It's hard to find good people, they say, and getting good people that you work with at multiple different levels is key, which is why people like independent clinic star independent clinic Carolina conceptions is working with good people not just inside but everywhere that their organization touches. They sent an email to one of their payers that was from


    that one of their patients because they were fighting for the freedom of choice for their pharmacy partners. Carolina conception sent this email I received all my medications from Mandell's for around $5,300 the same prescriptions were nearly $10,000 at one pharmacy and over 7000 another even with insurance Mandell's saved me thousands of dollars and preserve my insurance benefits. That practice sent that to that payer and talked about Mandell's in that way because that's what happens.


    when you partner with a pharmacy that actually advocates for your patients because they're good people fighting for good people. And it makes life easier for your nurses who are also good people. Mendels helps fertility clinics simplify workflows, lower costs and deliver better patient care without the red tape. See what they can do for your team at Mendelspharmacy.com or reach out to me and I'll be happy to make the intro. That's Mendelspharmacy.com.


    So it's hard to get good people, but it's also the expression of it's hard to find good people is only part true. It's hard to attract and to retain good people because they've got tons of options. There's not that many good people out there relative to our needs. I don't care what anybody says. Most businesses do not deliver an exceptional product. It is really, really hard to deliver an exceptional


    product or service. So therefore, most of us are probably mediocre at our jobs. And to be really, really good, there's only so many people in the talent pool that are, but they are out there. But they got options. And so you were talking about how do we retain them? Is it? Well, first, let's stick with that issue. What solutions have you come up with that as a


    It's like, yeah, we can pay them one more dollar an hour, but then somebody else out there is just going to offer one more dollar after that. And you can only climb that tree for so high. What have you found that's been effective?


    Iris González (15:26)

    Yeah, and Griffin, I couldn't agree with you more. Just fantastic talent has options. And so this has been well studied. think I've been tackling or thinking about and executing on this question for the last 15 years. And so this more and more, the picture becomes so very clear that fantastic candidates and potential teammates need to feel.


    a sense of connection and care more often than not to their direct supervisor and to their organization that builds a sense of connection. Not just for the hearing now and the job that's in front, but to feel connection and care for for the possibility of ahead of what's ahead. I think that it requires leadership again at all every single level that we might have at EVR in May to be clear on


    helping to understand how we want to personally and professionally connect with our team. We need to understand what motivates them. We need to understand their own professional career ambitions five years out, 10 years out. And we then as a leader have the responsibility to build out deliberate career development plans that are leveraging a team member's unique strengths of today.


    and helps them stretch and build experiences where it's helping them increase their readiness for the next opportunity. So I think, I'll pause.


    Griffin Jones (17:05)

    Well, this administrative and operational background that you're describing is so necessary for retaining people, isn't it? And that is a challenge for single doc groups and


    I do like what's happening in terms of there have been many doctors the last year or two that have said, you know what, I'm going to try my own thing. And they start their own practice. And I think many of them will do a good job. But I think even if you're just trying to be a boutique group, and you're trying to be a single doc group with eight employees, if you lose one of those employees, life is hard. If you lose two or three of those employees, that could


    put you out of business ultimately. It could really mess things up for your patients, et cetera. And I think we're just in a day and age now where people need that sort of career development, that there's a certain HR and administrative background that employees, if not expect, they need it. And...


    And maybe it wasn't that way 30 years ago that you could have kind of cobbled it together and just focused on delivering the product that time ago. But now employees need that administrative HR resource, SOP library, career development pathway spelled out for them, or else you're just fighting against the wind.


    Iris González (18:30)

    Completely agree. I think also we can't make assumptions that just for example, we bring a team member in through the doors and they're a REI nurse that inherently that means that they want to become a nurse lead, nurse manager, nurse director. We need to paint to them also conversations early on to understand what really has them curious, what has them operating in a flow state that brings out their best and then painting the picture for them that yes, you can pursue that specialized path. But also for us as an organization, here are other options and pathways that you can also grow more broadly as a leader and within your own skill set and capability. And I'll say Griffin, for us as an organization that we have been in existence for more than 30 years, we have so many wonderful examples of team members who started off in the front lines.


    whether REI nurse and now one of our national leaders over clinic operations, or we have a team member who started off as a compliance analyst, and now they're supporting and leading all of our national operations on the corporate side. We have so many examples, practice to practice, and organizationally of how we have cared for and nurtured team members to build meaningful long lasting careers with us.


    Griffin Jones (19:53)

    And so in that career development pathway, does it also include like, here's what success looks like, and does not look like because I imagine that you also have people that say, I want that job over there. And maybe they're not the best fit. And so you need to be able to clearly show them


    Hey, so and so in order for you to get this position over here, you're going to need to do A, B and C. And I think if you don't have A, B and C spelled out really clearly, that's where I see a lot of resentment happening because people feel like they got passed over and what the heck, I've hustled for you and you hired this outsider and that's a promotion that I saw coming to me.


    And I think in the absence of having this, these are the outcomes that this role has to be able to deliver in order for us to feel confident that you're the person to deliver those outcomes in your current seat, you have to deliver outcomes A, B and C. Does your path include something like that?


    Iris González (21:01)

    Absolutely. Absolutely, Griffin. it's so so important to do this early on in a team member as they're mastering the current role that they're occupying and they can see a role far away or close to them and have ideas of what it takes and what the success look like for that role. But it's really important for us to outline key experiences that help accelerate the readiness for that role. It's also really important for us to outline key competencies, whether that's the ability to plan and align, whether that's the ability to have situational adaptability, whether that's the ability to really attract top talent, whatever the core competencies are so that team members get a bit more transparency early on to understand and see what they cannot see from their current seat and then therefore be able to discern and have a self-reflection and conversations with themselves to say, ooh, does that continue to intrigue me? Does that continue to honor my own interests in something that I want to continue to pursue? Or does that transparency allow me to have clarity and say, actually, I thought I wanted that role, but I don't, and allow them to continue to explore, again, in a safe way that also honours team members and tries to mitigate as much as possible that resentment type of experience.


    Griffin Jones (22:26)

    When managers are talking about people as being among their biggest challenge, are they talking about just retention or they also talking about just getting people to do the darn job? Because at the Association for Reproductive Managers meeting two years ago, I want to say it was,


    there was a panel and everybody was in the room was just nodding and everybody was saying the same thing which is like we just can't get people to just do the most basic stuff like show up for work like not be hung over in front of a patient like To you know to have basic professionalism with their co-workers and so they were all talking about many of them use an agency for virtual assistance from the Philippines because they're like we get way better service from these folks, we can train them better, they're they're better team members. And meanwhile, we can't get somebody in Chicago, you know, somebody $35 an hour to do the same, and they just will like, not come to work on the second day. Are they facing those challenges? And what do do about those kinds of challenges?


    Iris González (23:38)

    Yeah, we're not facing those type of challenges, Griffin, but I think this is what goes back to, you know, our philosophy is, yes, we have a vacancy, but we don't want to fill a vacancy with a first available human that can fill the seat. We want to be really mindful and deliberate around tapping all available avenues in order to help.


    start conversations with the right team members that are going to positively impact our community. It allows us to deliver patient-centered care. So we try as much as possible from the very onset, of the blocks with our recruitment team, to screen out team members that perhaps are, or candidates, I should say, that are looking for a job and trying to align as much as possible team members and candidates that are looking for a meaningful, long-lasting career with us.


    Griffin Jones (24:33)

    That presumes a certain depth and cross training that you have in your team though in order to be able to absorb that doesn't it because I hear what you're saying you don't want to fill a vacancy just for the sake of filling a vacancy and I think that's really important I think that I have also taken that to an extreme sometimes where it's like you're hurting the rest of the team by not putting people in in other seats and so


    I think it's a luxury to be able to get ahead to where you then start to have a bench of players and you have people cross-trained because then you are in a better position to make smart personnel decisions with regard to advancement, hiring, firing, and not necessarily endure all of the consequences that come with it.


    But it's hard to get there. I liken it to, okay, you don't necessarily need 53 people on a football team, the total roster space, in order to win a football game. But you do need 11 at a time, because if you don't have 11 on the field, you ain't gonna win the game. And so how do you balance the not wanting to fill a seat for the sake of filling it?


    with making sure that the rest of your team isn't absorbing all of the stress and overwork because of that vacancy.


    Iris González (25:58)

    Yeah, I think it's a great point, Griffin. And the crux or the major part of this opportunity is we have to invest in our leaders, just as we do today, to help make sure that they have meaningful connection with their direct reports, whether that's in structured one on ones, whether that's in team huddles on a frequent basis so that they can understand and get a sense.


    for their team, each every individual to say who's doing well, who's striving, succeeding, who might be struggling in their role and need some coaching support or, and we hope that seldom that there are the surprise vacancies that occur. And in that leadership process, we want our direct supervisors to manage up and have those proactive conversations as much as possible. We are


    starting and activating our recruitment process earlier than, hey, just until we're caught in a vacant hole, number one. And so looking for evergreen recs for core roles within our clinic or outside of our clinic. So we always have an active pipeline to support us, I think is really important. The second piece is helping to ensure, and we do this really well in our smaller practices and our smaller clinics.


    inherently with the size of the team, we're going to see some overlap and some cross training so that you have instead of specialization that happens more often when we are becoming a larger practice or becoming a larger market. And we leverage those strengths as well. And then the third piece is having transparent accountability conversations with our local leaders to making town acquisition process.


    a time bound conversation so that we don't over index on, I need to wait for perfection. And we also don't under index and just hire the first person that comes in front of us. We really want to support and facilitate the right matchmaking process because that's what's going to lend itself for tenure, for experience, for repetitions in our ecosystem that helps create a win-win situation for everybody involved. That teammate.


    the team that they're participating and contributing to and certainly to the patients that they're in service to as well.


    Griffin Jones (28:24)

    So you got a full recruitment pipeline, you've got cross training, you're empowering the managers, do you have any services to act as like a third string like, like locum agencies or per diem agencies or virtual assistant agencies or or anything like that one thing that I like about being a remote only company, and I know that many of the people in the brick and mortar audience can't do this, but I'm able to use independent contractors and part time W2’s more frequently than most brick and mortar places are. And that allows me to have more redundancy than I otherwise would for being a company this size. And so you can have a second and a third string and makes life so much better if even if that person isn't going to be the ultimate solution, at least buys you some time without burdening the rest of the team. Do you have any, do you have anything like that for a third string? Can brick and mortar practices do that?


    Iris González (29:25)

    We do. So a couple of different prongs that we have there, Griffin. Number one is we continue to and lean in with our practice teams and ask them sort of curiously, what are the kind of work that they're doing on a day-to-day basis that might not be patients impacting face-to-face, but enables patient care within our practice. And so we'll centralize that.


    And we can have centralized teams that are local within the United States. And then we'll also have virtual assistance, certainly, as a safety net and a backup. We will also have different recruitment and search firms depending on the role. And that's where Tracy coming into our organization is doing a phenomenal job at assessing for vendors that may be able to bring us talent.


    if our local internal teams are struggling in a particular market or in a particular role. And so we feel pretty confident in those areas and one that we're always challenging ourselves at the leadership level to making sure that we can identify hotspots early and then find backup solutions to help mistake proof for our practice teams. We certainly want them to be focused at the top of their capabilities day in and day out on delivering and providing fantastic patient care. And then also wanting to operate without any single points of failure within our ecosystem as well.


    Griffin Jones (30:50)

    When you're molding leaders, I've gotten to know Lynn and Tom a little bit this last year or two. And first, when I interviewed


    Lynn Mason and she's like, you know, I've got this relationship with Tom and we're we have a really close leadership style and and I'm thinking, okay, everybody says that. But I don't want to embarrass either of them. But getting to know each of them just a little bit over this last year or two, I really perceive it to be genuine. I really perceive it to be that these are two people that care what the other one thinks that really want to support each other that really want to extend that to the rest of the team. Are there


    behaviors that you can see in there that you can teach your team to to mimic so that like you can teach your practice managers to have that type of relationship with their doctors. What behavior what specific behaviors are they and how do you develop them?


    Iris González (31:49)

    Yeah, 100 % Griffin. This goes back. And the relationship between Lynn and Dr. Molinaro certainly is very, very genuine and sincere. I would say for us as a executive team, we're all talking to each other every day, just around the clock in different forums and different mediums. And we try to operate as much as possible under the philosophy of role modeling the behaviors.


    that we want to continue to nurture and cultivate to our regional teams, to our home office team, and then support them in cascading that down and role modeling those behaviors down to the practice level between from again, practice operator to medical directors, from the regional vice presidents to the regional medical director and their extending leadership team up to the executive level.


    Griffin Jones (32:38)

    What do you think is next for your team that you haven't implemented yet that hat you want to in the next six months Okay.


    Iris González32:48)

    Yeah, it's a great question Griffin. think for that, myself and my team, we would be honest and sincere to saying we have lots of ideas operationally around how we can continue to support the practices. One thing that we were able to put a feather in our cap in at the tail end of 2025 was actually standing up the first of its kind, at least from what we know in North America, patient advisory councils for both the United States and for Canada.


    And these councils are made up of patient representatives from every single one of the markets in which we deliver care to that come together in this governing council that we're actually using to help prioritize operational priorities. So when we're saying that we're being, we're delivering patient centered care, this is an area where we're going to enhance and accelerate that.


    Griffin Jones (33:41)

    How do you channel the feedback that you get from those advisory councils? Because on one hand, patients are the most important people to listen to, period. And on the other hand, they've never run a fertility center before.


    So they have insights that we have to listen to. But sometimes people can give feedback about things that I as a student might give feedback about the school district that I went to. But I've never been a teacher. I've never been a principal. I've never I don't know how property taxes fund the school district. I don't know any of that stuff. So it's like, yes, there's a lot of important feedback that I could give. But you need to channel it in such a way that you're not just working on random suggestions. How do you channel the feedback?


    Iris González (34:28)

    Yeah. that's a great question Griffin. So we have socialized it really well internally across our team in North America and we ask our teams to share their curiosities. What are ways that in priorities and areas of work that they're working on that they would like some patient insight, patient feedback, patient prioritization on? And then we'll raise that to the council so that they can help.


    refine, pressure test, give us nuance that sometimes us looking at it every day may miss out on. So we try to give structure on the controllables so that we can really maximize the feedback that our patient advisory council is giving that also makes them feel centered and important. And that we're not just asking for feedback and putting in a vacuum, but certainly that's one that can be actionable.


    So I'll give you a perfect example of this. We have our centralized contact center team. It's a mixed hybrid of team members within the United States, as well as some virtual assistants that help with scheduling of patient care. There's an important conversation to be had with this advisory council of the importance and the implications of who is answering the phone.


    if they're a prospective patient to support them in scheduling their first appointment. Do they see it? Do they experience that as a commodity? And it really doesn't matter whether you give it to me on a patient portal and I can self-schedule or it doesn't matter to me if I'm calling from someone out of the country or no, I actually see this as an impressionable, meaningful moment in my experience and in my trust building process.


    kind of differentiation and nuance in the conversation is a helpful example of how we can really maximize a patient advisory council and then support us in operationally enhancing patient-centered care.


    Griffin Jones (36:33)

    If you want to know why so many clinics fight to work with Mandell's Pharmacy, here's a perfect example. One of the partner clinics, Carolina Conceptions, recently had to push back on a payer who was trying to limit pharmacy choice. Instead of backing down, they shared a real patient email that made the case for Mandell's loud and clear. The patient priced out the exact same medications, three pharmacies.


    Mendels came in around $5,300. One pharmacy was nearly $10,000. The other was $7,000, even with insurance. It's all because Mendels did the extra legwork for that patient. They saved her thousands and helped preserve her benefits. That's what Mendels does every day. They advocate for patients, protect their budgets, and take stress off already overloaded nurses and stressed patients. They're more than a pharmacy. They're a partner that keeps treatment moving smoothly.


    without the runaround, without the red tape. So if you want your team and your patients to get that kind of gold level service, then you wanna reach out to Mendels. Visit mendelspharmacy.com or you can reach out to me. I'll be happy to make an intro. It's mendelspharmacy.com. So when you're working with these types of improvements that involve the patient experience, they're


    is often a counter need, which is just delivering the service that needs to be delivered today. Like we have to deal with the patients in front of us today. We don't have time to implement this new technology. How do you manage the needs of improving the system behind the delivery with the overburdened people that are just trying to get through their own day as busy as can be.


    Iris González (38:19)

    Yeah, it's a such a great point that you make Griffin. This is where it's really important for ourselves, myself included as a leadership team to spend time in clinics. We need to be able to certainly review the data that we can see from a national and organizational perspective and then have the appropriate


    leadership acumen, so to speak, in order to be able to know, man, I need to put myself in a suitcase and I need to go travel to my Houston, Texas team. And I need to go put my scrubs on and I need to go spend some time shoulder to shoulder with my team so I can have an appreciation for what their day-to-day looks like, even with the improvements that we're making and really see where those blockages are. So then we can hit the just do it, the quick wins, the things that we can help alleviate their day-to-day and instills trust.


    It instills the ability that they're going to continue to give us feedback as an example, but they also use it as an input back up through our leadership channels so that we can be mindful of including those experiences as part of that system continuous improvement.


    Griffin Jones (39:30)

    Do you have to incentivize them? Do have to incentivize them in some way to implement these things? Because today we just, and this won't be the day that we're, I'm talking about the day we're recording, but on the day we're recording, Inside Reproductive Health published the state of clinical operational software, and then we have another category, the state of patient concierge, and maybe those two things will come together, and we really wanna spend a lot of time mapping out the different things that those different solutions do.


    But I know that there are so many tech solutions, Venahealth, Conceive, Frame, Berry, Levee Health, that work on the patient experience in different ways and automating parts of the patient journey, doing things for triage, automating communications. And I think some of them really, really do help. But


    I often find that people, even when people at your level, they just are like, yeah, we need to do this, that the managers are just dragging their feet because they're not incentivized to actually implement it. Do you need to account for that somehow in the compensation or the bonus structure that people are focused on improving the bigger system, not just the little problem in front of them?


    Iris González (40:49)

    Such a great point, Griffin. I think two things. One is we feel pretty confident that we have an incentive structure that's aligned, that helps maximize. We want to help make sure that we can maximize your interest in supporting what's in front of you and the organization with your compensation. And so we have that as part of our total rewards for team members. think beyond that.


    It's really important as we're going to fantastic strategic partners, many of which were in conversations that you mentioned, Griffin, that we're mindful of a couple of distinctions. One is our practice teams that are living and breathing and feeling the experience on a day-to-day basis. They need to help prioritize where can we meaningfully build capacity for them and what's actually adding value.


    versus what could be experienced as short and enhancement, but actually takes away some critical patient-facing time that they actually value a lot and so does the patient. So that's a fine line, I think, to balance, to be mindful of. And again, this is where it's so critical to have our local teams' as we continue to grow relationships with those thoughtful strategic partners.


    Griffin Jones (42:13)

    You all use net promoter score and you use, think, employee engagement surveys too, right? And it sounds like that you've had a turnaround or an improvement, I should say, in the adoption rate, the completion rate of those. What happened and how did you do it?


    Iris González (42:32)

    Yeah, it's a great area of pride for us, Griffin. Generally speaking, in health care, you end up shooting for a great target. A great ambition is to have a net promoter score between 80 to 85. Where we are at the end of 2025 is actually at a 90. And that's been by tripling our actual response rate during the same period. So we're hearing from more patients and patients that we're hearing from.


    are seeing or experiencing or feeling those improvements along the way. I actually read every single patient comment that comes either internally or externally in the system because I think it's incredibly valuable to get as many sort of data points and experiences from our patients to recognize what we're doing well. So consistently across the board, patients share how fantastic our care teams are at engaging with them and giving them the warm


    and being empathetic and giving them that caring individualized lens. And then there are areas where we also have opportunities for improvement. So a perfect example, patients are asking for more transparency in the cost and the financing process. And so that helps us back to the question you just finished asking about strategic partners. It helps us connect dots between what our patients need and are asking for and how we think about


    strategic partners that can help increase transparency early on in the process and can instill confidence and trust to our patients in that area.


    Griffin Jones (44:11)

    It's impressive to go from 8 or 8.5 to 9, but I'm more impressed that you tripled the response rate. How did you do that?


    Iris González (44:21)

    Yeah, so in this one here, we did do an incentive. We essentially put together little laminate cards across every single one of our practices. And at the end of every patient that came through our doors, we asked them to respond to the survey. And we shared with them that on a monthly basis, we were going to give a nominal sort of gift card, just a random selection, just to help patients.


    get into that normalization process of giving feedback. And for our teams, making our teams want to get the feedback. And so helping for them to ensure that they understand that feedback is a gift. It gives us an opportunity to learn and reinforce what we're doing well. And also potentially seeing some of our blind spots so that we can be deliberate and thoughtful around how we could, again, handle the patient in front of us, but then also use it to inform how we could create a better informed system.


    Griffin Jones (45:16)

    I bet you had to incentivize the team to do that too, right? To make sure that they were actually, you didn't? What did you do to motivate them or to get a difference in completion rate? Because I've noticed that many times people just, they aren't doing that. Like they're supposed to give out the laminate card to the patient and there's a stack of laminate cards in a file cabinet somewhere.


    Iris González45:41)

    Yeah, it's a great point. the laminate was just actually there as a visual aid, one in every single one of the clinics, not to distribute to our patients. It's just a visual cue to help remind our team members that we're in the clinic to ask for that survey or to ask for feedback, the gift of feedback. And then the other piece, I think the lever that really helped us was just adding a visual prompt within our patient portal app so that the patients would directly have the visual reminder in the app directly to respond to the survey.


    Griffin Jones (46:12)

    If you pointed to one specific thing that raised your NPS score from, I'm sure it was multiple things, but if you had to point to, if I'm only allowed to do one of those things again to get from 8 or 8.5 to 9, what was it?


    Iris González (46:27)

    It's a great question. The focus for us was on better transparency and better improvements on sort of our financial coordination, our financial counseling process.


    Griffin Jones (46:41)

    Really? I would have thought it would have been about like, know, calls back for pregnancy tests or getting results on time or that sort of thing. That was the...


    Iris González46:43)

    Yeah.


    To your point, Griffin, the opportunity was around communication. when we niche down, just we would expect the same, whether it's from patients or within an internal organization, we always have the opportunity to communicate more and more. When we niche down to it, it was really around financial coordination process and timeliness or communication and support that made a patient feel like they had an individualized, thoughtful solution for them.


    Griffin Jones (47:21)

    That's awesome. What did you do differently with your financial counselors?


    Iris González (47:26)

    So many things of which include centralizing them. So instead of having every single one of our practice try to independently manage our financial coordinators, we centralize them under one leadership structure so that we can help unify scripting, collaboration, support them in a campaign where we call it Pathway to Yes.


    that completely changed the tone and the sentiment internally within the team so that they would really feel that sense of connection and care and impact to how they were meaningfully delivering or supporting patient care, I should say, to also giving them the confidence that they had the right knowledge-based information to navigate any potential objections.


    to feel that they were gonna have the right leadership support, that, listen, listening to a call and doing some quality auditing is not a bad thing. Again, it's an opportunity for feedback where we can coach you on your strengths, acknowledge that, recognize that, and then give you some helpful tips to enhance your patient care interaction.


    Griffin Jones (48:38)

    It's so smart. So you're saying that they, are they still in the clinics physically, the financial counselors? But instead of just saying like, okay, I report to Sally, the practice manager here, I report to Susie and who runs all the financial counselors for IVIRMA. How long did it take you to restructure that? I did that parallel at the same time that we were standing up the regional dyad model. So it was over the course of 2025 where we were able to restructure it in phases. We have to pilot so we can show some proof of concept, help instill the confidence, make sure that we're socializing the wins that are happening, and then keep going. we've been, and it's had a lot of additional benefits. We've been able to see a reduction in turnover by more than 10%.


    So that means team members are staying with us longer. That means they're getting more experience, more exposure, more repetitions, so that they are able to deliver and meet the patient in front of them with all of that lived experience.


    Griffin Jones (49:48)

    That is a boss move. Yes, I love that. I think it just makes so much more sense than reporting up to the practice manager. And it's something that if you're a really small practice, you don't have the luxury to be able to do that. But you were able to say, okay, we have all of these financial counselors. Did you end up hiring someone outside to manage all of them or?


    or was that person either a practice manager or a finance manager at one of your existing practices and then you elevated that person?


    Iris González50:20)

    Yeah, elevated a person who was formerly they had started off as a practice manager in one of our larger clinics. So she had already deep experience on touching financial coordination and everything else under the sun within a practice. So that was a fantastic win win situation.


    Griffin Jones (50:39)

    Boss move. The regional dyad though, that's what I was alluding to a little bit before with that's what that that's that's what Tom and Lynn have a little bit together. Tom Mullen are your chief medical officer and Lynn Mason, your chief executive officer, they've got that dyad relationship and asking how you bring that down to other people. So you got the regional dyad and it sounds like you're implementing some thing there. Tell me about that.


    Iris González (51:01)

    Yeah, so to that point, Griffin, organizationally at the very top level, it's Lynn and Dr. Molinaro internally within a day to day, our ecosystem and infrastructure. It's myself and Dr. Molinaro where we're operating together. And so we chat with each other every single day. Maybe it was less than 60 minutes ago where we were last connecting with each other. And we have, you


    shared processes or shared structure where we're aligning with each other on goals, on priorities that are fully informed by teams that have different reporting lines, but we're really deliberate in helping, making sure that they are collaborating as much as possible. So it starts with myself and Dr. Molinaro having shared priorities.


    that are informed by our practices, informed by our regional dyads, and informed by external market factors that we're also paying attention to. then therefore, and of course, that's fully informed by Lynn's organizational priorities for North America that are informed by our global priorities. But breaking that down, our regions then are having


    regional priorities that line back up and then our practices have their priorities that line back up to those regional visions and roll back up to North America as well. So we have management process management structure at play so that care teams can chat and connect with each other and align on a daily basis.


    Our practice teams can share their successes and their areas of improvement on a monthly basis. Our regionals share back on a quarterly basis. And so we are constantly receiving feedback around what's working well. So we're caring for the patients and teams that are in front of us and what's at hand and be prioritized and also looking ahead and prioritizing and anticipating for the needs as well.


    Griffin Jones (53:07)

    Let's say you were gonna have someone come work for you that in five to 10 years was gonna take over your job, be the COO, one of the largest fertility clinic networks in the world. What are you coaching him or her to do right now?


    Iris González (53:25)

    That's a great question, Griffin. And I'll tell you, I'm always succession planning. My leadership philosophy is that I'm always hiring teammates around me that are better than me in a particular functional area. And I think that that's an important piece that I'm also imparting with my teams all the way down, again, to the supervisor level. It helps us then give freely, give information freely, teach freely, and coach from a place of, I coach my team and I have multiple options for a succession plan. That means that I then will have other opportunities to solve and to continue to make an impact in this industry that I otherwise cannot if I stay here and I become a bottleneck. So for my team, whether we're on the field side, the regional vice presidents that support and drive the regions or for my home office leaders that I have


    supporting North America, it's teaching and it's coaching the ability to situationally adapt. So we might, for example, have a, we have our North Star, we have a vision for what's ahead. And we might have gone through lots of rigor and lots of process in order to feel really confident about the big three, the big five audacious goals.


    And we might have detailed it out to figuring out what are the key actions, activities, milestones of results that are going to get us there. The ability to be situationally adaptable in order to constantly re-inform that priority or to say, this is not working well, this action, this activity that I thought was going to lead a result.


    the ability to be able to courageously let that go and to learn and to feel forward and to hear feedback from the team to be able to adjust the game plan. Call the audible for what's ahead to support that team that I think again, reinvigorates and doubles down on trust and doubles down on execution as well. So situation adaptability is a big one. I think a second area is helping


    the team to really be mindful for building systems that continue to honor patient care, that allows for individualization at the local level, but harnesses all of the incredible expertise from our network. So the ability to really facilitate dialogue and drive consensus or drive a grievance


    to a particular direction is really important because that fine line of scale, just for scale sake, is not helpful for an organization. have to, healthcare is local. So you have to be able to identify where there are opportunities, but then be courageous enough to facilitate conversations to help us get to agreement and bring out the best of everybody. That puts us in win-win situations. So that's two. The third one is a lens outward.


    We need to, the more that we're thinking about the landscape around us, the implications of fertility, how can we leave a legacy and a positive mark on the field of reproductive medicine? What are, how is our patient population or potential population changing or thinking around family building, around care, around expectation setting? The more that we can understand these various external elements.


    I think again for leaders, it helps them in their own discernment process, their own prioritization process. And then fourth is a really important one. And it's at the beginning or it's a theme here for our conversation, Griffin, which is it has to be someone who is tenacious towards talent development. We are patient centered, but the real engine behind the delivery of reproductive medicine is through our talent.


    And so in my world, my aim is not just to build jobs, it's to help build enduring meaningful careers that for however long team members can contribute to our organization. That's fantastic. And more importantly, it's if they can continue to elevate and enhance the field of reproductive medicine, that's the big goal. So having team members that have that lens and that mindset would be my fourth, which is to me actually number one.


    Griffin Jones (57:53)

    They can't get to your level just by being doers. They can't even get to your level just by being leaders. They need to be leaders who can develop other leaders. There's 100 questions on my list that I wanted to ask you.


    that I didn't get to. So I will have to have you back on, Iris, because it's been a pleasure to get to know you today. I hope you come back on the podcast in the next few months.


    Iris González (58:22)

    I would welcome the opportunity Griffin. Again, appreciate the time so much today.

Iris Gonzålez
LinkedIn


 
 

272 The Massive Blindspot in IVF Costing. Dr. Jason Barritt. Steve Rooks.

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


How much does an IVF cycle cost?

Seems like a simple question. But as this week’s guests explain—it’s not.

The way most of us account for “an IVF cycle” hides how many individual work orders and variables are actually involved. That lack of clarity can distort cost, efficiency, and strategy.

This week on Inside Reproductive Health, Griffin talks with Steve Rooks, co-author of a groundbreaking paper in JARG on activity-based costing in IVF, and Dr. Jason Barritt, Chief Scientific Officer at Kindbody, to unpack what’s really behind those numbers.

Together, they discuss:

– Why “an IVF cycle” isn’t a single service but a set of unique work orders

– How retrieval volume, ICSI, and PGT each reshape the cost per cycle

– The dramatic efficiency differences between labs performing 200 vs. 4,000 cycles per year

– The growing impact of managed care on margins

– How scalable systems like AURA from Conceivable Life Sciences could expand IVF access


Are Your IVF Lab Costs Hiding in Plain Sight?
Finally — a Promising Framework to Expose the True Economics of IVF Operations

For years, the real costs of IVF have been obscured by outdated accounting methods that can’t capture the complexity of biological inputs, skilled labor, and capital utilization. The result? A distorted view of efficiency, scalability, and profitability. 

In this groundbreaking white paper, Dr. Alejandro Chavez-Badiola, Steve Rooks, Giuseppe Silvestri, and Alan Murray introduce Activity-Based Costing (ABC) — a transparent, data-driven model revealing how leading fertility centers can: 

  • Uncover hidden cost drivers across procedures 

  • Scale operations while maintaining quality of care 

  • Project true per-cycle costs with evidence-based precision 

  • Optimize resource allocation for sustainable growth 

  • Provided by Conceivable Life Sciences, this paper is a must-read for IVF executives, lab directors, and investors seeking clarity in a rapidly consolidating field. 

Discover how ABC can transform your understanding of IVF economics — and your bottom line. 

Download the White Paper Now to see how leading clinics are redefining efficiency and transparency.

  • Steve Rooks (00:00)

    There are a lot of factors that goes into the cost of an IVF cycle, starting with what type of cycle it is through labor rates, through utilization, through the actual supplies used, can vary by clinic. something that's not considered too often is the actual egg and embryo count ⁓ per procedure. So there's quite a few factors that could drive that cost of a cycle quite dramatically.


    Griffin Jones (00:31)

    How much does an IVF cycle cost? No, what is an IVF cycle? Those are basic questions, right? Not so sure based on the type of accounting that we've been doing to account for what an IVF cycle is, is an umbrella term versus the activity based costing that reveals how many work orders actually go into an IVF cycle or could go into an IVF cycle. So I bring on two experts. One is Steve Rooks, the other is Dr. Jason Barritt. Steve was the co-author of a paper in Jarg.


    that talked about activity-based costing in IVF. And if you haven't read that paper, you've got to. We're gonna link to it in this episode, or Conceivable Life Sciences will have it on their website, but find that link, download that paper, read that paper. He did it with his co-authors, including but not limited to Dr. Alejandro Chavez-Badiola and Alan Murray of Conceivable Life Sciences, because what they found is that what we call an IVF cycle,


    is actually several different work orders that really dramatically vary what the cost of executing that service might be. So I bring on Dr. Jason Barritt, who you know is the Chief Scientific Officer of KindBody, who has run labs for a long time and runs several labs now to get a better idea of what's going on. What you're seeing is egg freezing costs tripling.


    at times when you are increasing the number of eggs that are retrieved. You have a much different cost than if you're retrieving 10 eggs than if you're retrieving 30, 40, or Steve's been in the retrieval room where 50 eggs have been


    If you're biopsying the embryo for PGT, you have a much different cost than if you're not. If you're doing ICSI, you have a much different cost than if you're not.


    Lab efficiency improves 30 % or greater between labs doing 500 cycles or 200 cycles a year.


    and those 2000 cycle plus labs.


    have even higher marginal cost than those doing 4,000 cycles plus.


    in the future.


    They've given me a to cover on its own as IVF labs, as reference labs that REIs use.


    They each talk about what they would do if they were young independent practice owners starting from scratch right now.


    They each prepare me to have this conversation again with a panel of Fertility Network CFOs.


    And Dr. Barritt has me on the lookout.


    for those dealing with the insurance companies directly.


    because managed care demands efficiency. the cost averaging has existed in the fertility space for some time.


    is now much different.


    when you have those managed care payers.


    that will devour your margins.


    if you're not accounting for the costs properly.


    Dr. Barritt talks about what impressed him about Conceivable Life Sciences system AURA


    and how that scale is going to be necessary to bring IVF care to millions more than we're currently Enjoy.


    Steve Rooks (04:19)

    There are a lot of factors that goes into the cost of an IVF cycle, starting with what type of cycle it is through labor rates, through utilization, through the actual supplies used, can vary by clinic. And actually, something that's not considered too often is the actual egg and embryo count ⁓ per procedure. So there's quite a few factors that could drive that cost of a cycle quite dramatically.


    Griffin Jones (04:46)

    Tell me about where this is coming from. You worked on a paper. It's about activity-based costing in the IVF lab.


    Steve Rooks (04:50)

    Yes. Well, the funny thing is the genesis


    of this really came from when I was the chief operating officer of the fertility partners. And there were three particular situations where I was screaming for something like this, because coming from a private equity background, a consulting background and engineering background, I had long been used to having this kind of tool to properly assess the economics of anything I was looking at.


    So one great example, and Dr. Berrick has probably experienced this, we had two sister clinics fairly close to each other. One had been shut down for renovation. So the lab was shut for a good two or three months. And the arguments about what the transfer cost was going to be, what the one clinic with an existing lab was going to charge the other clinic to do lab services, was unbelievable. So I had to step in.


    and do this kind of modeling to say, here's the real cost of that lab service. And you should be getting X amount of gross margin on that. So here's a fair rate. And it was less than what the clinic providing the service was expecting. So that was one example. Another great example is, and again, Dr. Barritt has gone through this before, I was frustrated with the lack of OEM of the equipment vendors.


    not providing me with the kind of economic justification to say, hey, why do I want to spend $100,000 on a time-lapse incubator versus a regular bench top for $36,000, $37,000? Please help me justify that because I've got a CFO in the back here who's not going to be too happy unless I can justify it. So again, being able to bring the economics of the value of a time-lapse incubator from a time standpoint, an outcome standpoint, et cetera, I didn't have those.


    It all starts with ⁓ a good understanding of the baseline economics for your particular clinic when you're looking at making improvements or changes or trying to come up with pricing strategies, et cetera.


    Griffin Jones (06:48)

    So you're referring to this model and you said you wish we had this kind of tool, but people don't know what this is. So you're talking about activity-based costing. Tell us what activity-based costing is.


    Steve Rooks (06:53)

    Yes. So yeah. so then this,


    yeah. So in this case then, down there, basically the conceivable team came to me and said, Steve, we suspect you probably have a good handle on the economics of clinic and lab operations. Could you help us come up with an activity based costing model? Which I said, yeah, I pretty much have the elements of it, but let's go into a little more detail. So that was the basis for the jarg paper.


    that I'm sure you'll list in the credits for the podcast. But that jarg paper was meant to look at a fuller range of economics that I hadn't done before. So basically, this approach starts with understanding the fixed time, the variable time on average or on a conservative estimate for each step in the process from sperm prep and egg processing through to vitrification.


    you measure the fixed time on average for your clinic and the variable time for egg for embryo so that you can come up with the time consumed properly for each full procedure from start to finish. Then you would work out what is the true labor burden rate. And all too often, what standard accounting might do, might say, OK, we're paying them whatever, $60 an hour. So that's the number we'll use.


    But the reality is it doesn't consider all the burden cost of an, of a, particularly a senior embryologist in terms of going to conferences or time off or, you know, vacation, et cetera. So when you pull all that burden together, along with the fact that they're not being utilized a hundred percent, no embryologist is being utilized a hundred percent, even though on those crazy days midweek where they feel like they're being utilized 125%, the reality is they're, they're typically being utilized between


    70 to 85 % or so depending on the fluctuation in the workload. So you've got to count for that. So the actual cost per hour is not going to be 60, 70 bucks. It's going to be more like a hundred bucks. So you layer that on. Then you lay out a full bill of materials and many clinics do this, a full bill of materials for each procedure. You know, what are all the elements that you're using in that step for a given procedure? What's their unit cost, et cetera. And that's going to vary by clinic as well too, but you layer that on.


    And then the final step, often is never done, is to consider the equipment being used for a given procedure. So, you know, egg freezing versus Ixian biopsy is very different. And there's a capital charge with the equipment that's being used that should be considered if you are thinking about anything that drives changes in investment, et cetera. And so what I literally did is for each one of these procedure steps, I said, here are all the equipment that's being used. Here's how much time is being used.


    Here is the capital charge for that equipment in terms of we spent X amount to buy it. The effective cost of that from a cost of capital is whatever, seven, 8 % effective interest. So you can create a capital charge for the equipment you're using. And then that, of course, goes into play when you're thinking about changing equipment, et cetera. So all that comes in to say that what you get then is an average cost per procedure.


    that also varies by the number of eggs or embryos. And that has a big part to play depending on that variable component. And by the way, this may sound like a lot of work, but the reality is anybody with a good electronic witnessing system should be able to capture this very, very easily in terms of capturing the start and stop time for each element of the procedure. Those without electronic witnessing can certainly do time studies. And that's what we did by and large for this effort is to get the time studies.


    But by doing this analysis, what we can see is how does that cost vary by the type of procedure? So comparing say egg freezing to an IVF cycle with with ICSI and biopsy to also looking at the variation around the number of eggs or embryos processed for each one of those and how that varies around the average. And then finally looking at the impact of scale. So what is what is 4000 cycles cost per cycle?


    in a 4,000 unit operation versus say eight 500 unit operations. And the reality is the cost is going to be higher if you've got that distributed 500 unit versus the 4,000. There's something called pooling of resources that makes a larger operation much more efficient from a labor standpoint, which effectively increases the utilization rate. And therefore the burden rate comes down in that situation. Anyway, that is probably more than one.


    Griffin Jones (11:32)

    Let's try to dig in into


    those today and Jason, I want to come to you for a second because you've run labs for a long time.


    So intuitively, as an operator, you've probably seen this principle for a long time. What did the paper show you and how did it relate to your experience?


    Jason (11:54)

    I will say thanks for opening this discussion up because the truth is we are trying to reduce the costs so we can have more access to care. It's one of the things as the kind body chief scientific officer I am burdened with is trying to find the most efficient way of doing it so we can serve even more. We've expanded and grown quite a lot with the 24 laboratories across the United States of varying sizes as has


    Some of them were really only running two, 300 cycles a year and some were running 3,000, 4,000 cycles in. And so I have all the different parts of what was in this paper. And we're a bunch insurance and then some cash pay. And then it happens to be that KindBuddy is also an enterprise client.


    ⁓ We go direct to employers and so we have a direct feed of patients there who we have to see as we're the only provider for it. So we have to have scale and resources available for those. It happens to be that we have a very, very, very large client in Walmart and that one happens to have employees across the entire country. We need to be efficient in being able to serve them and they can't all travel everywhere to one place in order to get that service. So we had to be spread out.


    What the paper really showed me was, I'll call it the true number. I had this knowledge. sort of, every practice owner definitely has it. We see, my gosh, an embryologist costs X. A partially trained one costs X lower. And then finally, a trainee costs this. But my, I have to have a senior person with the trainee the entire time. So it's actually even more expensive to have different people at different levels. And then,


    Hey, yeah, if I do one case on a day versus I do 10 cases on a day, if I still have to have four people at work, I'm really inefficient with my person usage time. And then there's also, hey, it's a 10 case day. And we ended up with four cases that had 30, 40 eggs each and then 10 cases that had 10 or less or all the other cases that had 10 or less. Well,


    That is very inefficient in what it's occurring also. And you have to prioritize the use and time and equipment. So I have this knowledge, this understanding when operating these that we have to always be ready to handle whatever comes in the door. That's great. That's exactly what we're supposed to be prepared for. Unfortunately, that leads to massive inefficiencies in you're not always going to get everything in the door every time, but you got to have everybody ready there and you got to have all the equipment there.


    And the truth is, having two micromanipulation setups with laser systems, two hoods or more with all the microscopes that go in those things, with two to maybe even three times the amount of incubators you would actually be using at any one moment efficiently, your cost is massively high in order to be prepared to handle whatever comes in. And the embryologists don't actually control how many come in the door.


    That's actually an efficiency that occurs way before the lab, way before the OR. And we have to pay attention to that because I can't overstaff, but I sure can't understaff. Understaffing is risk and other types of inefficiencies that come with it. That is not what we're in the business of. Let's reduce that, make it efficient, make it safe. So we have to have the people here to handle whatever comes in. So what the paper truly did is put numbers to it. So


    Instead of me as a chief scientific officer, I can discuss with the CFO, I can discuss with the chief operating officer and technically even the CEO where our efficiencies are and where our burdens are and dealing with those in different ways. More equipment, more people or batching in some clinics, to be honest. All of these have downstream effects, positive effects when analyzed. This put numbers to them.


    And that allowed us to have a better discussion about the efficiency of use of everything in lab. Now, you called it ABC for the cost and determining the cost. Two of the biggest factors you brought up, we all knew it, is the number of cases that land on a day and the efficiency of that, and then how many eggs and or embryos you're handling. These have huge effects. think...


    Steve Rooks (16:08)

    Yes.


    Jason (16:19)

    I think in one case, you specifically described a 300 % increase in the number of eggs for egg freezing, costing 165 % more of your resources in the lab. Congratulations, you got more eggs. And the same price was paid by you as the same price was paid by somebody else. Because of that, because of the way that pricing model exists even today, we have to charge a higher amount


    Steve Rooks (16:34)

    Yes.


    Actually,


    Jason (16:46)

    for those who get less eggs, because we're charging a lower amount for those who have more eggs, because I have to staff it. I have to have the equipment there to handle when I get given 30 eggs to freeze versus when I get given 10 eggs to freeze. So it's a model that allows me to see numbers and have a rational discussion about it. Now don't get me wrong. These are people at equipment handling things for patients.


    Steve Rooks (16:50)

    Yes.


    Jason (17:12)

    And they're going to have some elasticity. That's the other main thing that you put into the paper. There is some elasticity in the system, but it's not forever. You will break that rubber band at some point and not be efficient or safe any longer. And so you have to really think ahead on these ones. And as was also described in equipment purchase, I'm going to use your example again of a time-lapse incubator, unbelievably wonderful incubators. And then they come with a whole lot more data to go with it.


    Steve Rooks (17:37)

    Yes.


    Jason (17:41)

    But if you can't use that data efficiently and or you can't appropriately charge for that, both in time and in equipment expense, you will not be able to get any return on that investment. And that is a big deal. If we're actually trying to increase care and increase success, we need to really know what those are. And that's what the paper really helped us look at.


    Griffin Jones (18:06)

    Let's talk about that example that Dr. Barritt brought up of the number of eggs that are retrieved and how that can cause a lot of variance. Am I understanding correctly, Steve, that when I read the paper, seemed like egg freezing costs increase 55 % if you're tripling your egg count. if you're retrieving 30 eggs or 40 eggs versus 10, talk to us about what's going on.


    Steve Rooks (18:34)

    Yeah, actually Dr. Barritt is


    right. It's almost a tripling of the cost. And the perverse thing there, especially if you look at it from an IVF cycle standpoint, less the egg freezing.


    Griffin Jones (18:43)

    Sorry,


    of what costs specifically? Of just embryologist time?


    Steve Rooks (18:46)

    The total cost.


    yeah, everything because of the multiplier effect of the number of things. mean, using our conservative framework, because we wanted this not to be a benchmark exercise. We wanted this to be a framework illustration because again, every clinic is going to have different inputs to this model. And I do have it in Excel that allows you to do your own thing, but using that conservative thing as a, just as a baseline.


    10 eggs, you're looking at a total cost of roughly $1,000 per cycle. 40 eggs, and this is in a 500 cycle lab, by the way, 40 eggs would be almost $3,000, $2,800. And that includes the capital charge. It includes the time and the supplies, et cetera. So that's a significant delta. And when you consider that,


    Delta on the IVF side, you know, we were all focused on doing what Dr. Sable likes to say about reducing cost of baby. And the perverse thing about charging a fixed fee, even though that seems, you know, common sense, charging a fixed fee for say an IVF XC with biopsy is that the poorer responders are effectively paying more per blast, far more per blast than the


    good responders who are much more likely to have a baby sooner. So you're exacerbating the cost to baby for the poor responders if you're charging a fixed rate versus some kind of variable rate that accounts for the fact that they're costing you less to process. So that's something that I don't think the industry is about to jump on board and say, okay, we've got a variable pricing structure for IVF-IXI to make it fairer to the poor responders.


    But that's a perverse result of this analysis that points to that fact that the poor guys are subsidizing the good responders who don't need subsidizing at all. But anyway, that's a good example of what came out of the analysis.


    Griffin Jones (20:44)

    And I should keep reminding people throughout the course of this conversation, we're going to link to the paper, we're going to link to it maybe either directly or we'll link to Conceivable Life Sciences page where it lives. But it'll be on the pages where we distribute this podcast episode, we'll put it in the show notes if you're listening. If you just came through like Apple Podcasts or Spotify, find it through Conceivable Life Sciences or through Inside Reproductive Health.


    podcast page. If you got it via email, we're going to link to it there. And I'll give a little bit more of a background on the paper since this is you're one of the co-authors, Steve, and this was in JARG, which is the Journal of Assisted Reproduction and Genetics. are a co-author. Giuseppe Silvestri is a co-author. Alan Murray,


    and Dr. Alejandro Chavez Barriola, are both co-founders of Conceivable Life Sciences, are co-authors. So you talked about the variables at play. Jason, did you ever make it down to conceivable in Mexico City? And where might robotics in the future play into all this?


    Steve Rooks (21:38)

    Yes.


    Jason (21:56)

    Hmm.


    Well, thank you for bringing that up. I actually didn't have to go down to Mexico City. I got to see all the equipment operating live as they can stream it all now. And I actually got to very luckily in San Antonio for this year's American Society of Reproductive Medicine. I actually got to go see a setup for the first time, think probably ever a robotic system, fully AI automated without human interaction.


    pick up two embryos in two different drops and move them to another dish in two different drops all by itself with no human interaction whatsoever. And you don't think that is a big deal at first because every single embryologist moves hundreds of things every day. But the truth is to get a machine to do very accurate isolation movement in multiple dimensions, because remember it's looking at something and then moving fluid and tissues.


    safely and securely and will stop if something doesn't go right. That is a giant complicated step. We think it's simple and easy. We'll pull out what we call a stripper tip, our hang on, and just go like that and we can move them up and down. But to realize how much that takes of our senses to be able to do is remarkable. And we're actually having to teach the computers how to do it. It's learning now itself and figuring it out. And it can be more accurate now. can.


    do that work. So I was very lucky to see it live. As I said, probably the very first time in a hotel room in San Antonio, Texas, a computerized system moved embryos around. It was quite interesting. But yeah, I've seen the Conceivable Life Sciences ⁓ or the pieces of the AURA system or AURA system working now. That automation is technically the automation of what an embryologist does. This isn't


    redoing embryology. This is using technology and advancing in it in order to replicate essentially what an embryologist is doing. Now, it has massive efficiencies once it gets going because the embryologist is the inefficient part of it. A robot technically doesn't sleep, doesn't need to go to the bathroom, probably doesn't have a bad day.


    It's amazing what a robot can be efficiently versus a human. We are very efficient with what we do, but we're down other times and in other ways. So it's really an interesting thing. So what they did is show that automation will be able to make efficiency levels in this that are beyond anything, even in this paper, that exist. Additionally, as I sort of mentioned, the AI portion of this.


    Although, yes, we need to think and we need to think about what we're doing, why we're doing it, how we're going to do it. The truth is the vast majority of an embryologist's day is repeatedly doing very similar things for the next patient and then the next egg and the next egg and then the next patient and the next embryo, the next embryo, and then the next. It is much easier to let AI learn what to do in each one of those situations and


    actually, and I know this sounds really bad for my career, but the truth is the AI systems can already look at a couple million eggs, a couple million embryos, know them, learn about them, grade them, move them, score them and rank them. And although I can see that many in my lifetime, it can learn that in a day or a week, maybe.


    It would take that long and it can be as accurate as I am and more consistent in all likelihood. Therefore it's how I'm going to use that AI system to be efficient with me as an embryologist. If you let the machines help you do the inefficient things or the things that need to be more accurate and repeatable, you become the much more efficient item in this. So you have the machines doing the repeated work.


    the pipetting, the movement, and then you have them helping with the grading, you can make this two other levels of efficiency, which would then massively increase the access to care and massively decrease once we can get there, the cost of doing this. The truth is an Aura system is going to be a lot of money at this point because it's such new technology to automate an embryologist and all the steps that we do on a daily basis. However, once that


    can be done and the efficiency of how many things can be done in a eight hour day or even more, we are going to reach unbelievable levels of efficiency that have never been seen in this field. And we'll be able to do it reliably, repeatedly, and very, very safely, which is the key to actually us being able to go forward.


    Griffin Jones (26:49)

    That brings us back to your earlier point, Steve, about economic justification. How will robotics have an advantage in activity based costing or won't it? it is will it will it have some kind of disadvantage somehow?


    Steve Rooks (27:02)

    Well, basically it'll come down to one, it's much more consistent as Dr. Barritt said. I mean, there's variability across embryologists and part of the factor that drives inefficiencies in the lab is that variability across embryologists. So for a given task. So that variability would be reduced significantly.


    And it's also, again, it operates much faster and without stress and without risk. And so it's gonna come down to the pricing that they have. And to some degree, this model helps a clinic consider, okay, I'm gonna build a new lab. How does my expected cost in that new lab compare to what Conceivable is offering? And that's a very telling, when you...


    add in especially the capital costs, et cetera, that allows, especially for new labs, that consideration, but also if you've got to rebuild or renovate one as well. So it's going to be driving down the labor component of it. You're still going to the same supplies. There'll be some slight modifications. And it's going to be also the capital costs that's effectively embedded. So it all comes down to how they're going to price, Conceible's going to price the system relative to


    the effective status quo cost that you'll see in clinics.


    Griffin Jones (28:23)

    which we're figuring out in no small part thanks to this research that you're doing and the things that Dr. Barritt's pointing out. Did I glean correctly from the paper that labs that are doing, 500 retrievals a year, they've got 40 % higher margins than centers that are doing 2,000 cycles a year? Yes.


    Steve Rooks (28:48)

    I mean, higher costs.


    Yes. Yes. ⁓ Yeah, the this comes into ⁓ something as a mechanical engineer. I, you know, had studied way back of understanding the power of what's called pooling resources. And the overarching analytic framework is something called queuing theory that goes all the way back to the original use was evaluating


    Griffin Jones (28:50)

    Yeah, excuse me, marginal cost. excuse me, cost of a good tool.


    Steve Rooks (29:13)

    the pooling of resources on a manufacturing line, and then very quickly to the pooling of switches for telephone systems, et cetera. And what it does, it shows that if you're trying to process 4,000 cycles, if you were to do it with eight 500 lab setups versus one 4,000 lab setup, the 4,000 lab setup is so much more efficient. And the reason for that is driven by the stochastic nature


    of the inputs that you're getting from the patients. And that goes back to what Dr. Barritt said, you could have one egg, zero eggs, 50 eggs. I've seen, I've been on site for a 50 egg retrieval and I felt pity for that REI doing that. But that variability combined with the variability and the different types of procedures going on. So you could have an egg freezer followed by an ICSI patient, know, both of them having 30 eggs, but having very different, ⁓


    process times, et cetera. When you have that combination of variability in a workload, whether it's a telephone system, a manufacturing line, or an embryology lab, that creates waste when you're doing it, you're not pooling all the resources. So when you're separating those 4,000 cycles into eight separate 500 cycle units, you're going to have far more people


    and it'll cost a lot more than if you could do it in one center that it can absorb that stochastic variability that you have inherently in the system. Does that make sense? I can show you a very detailed diagram of that, but I don't want to bore you with it.


    Griffin Jones (30:43)

    it


    Well, I want to ask Jason how you would pool those resources together, like in the real world, like how you would actually make that happen. And I want to give Alan Murray, your co-author, some credit, Steve, because I never thought of an IVF cycle as a, as a, as a cohort of work orders prior to him making me think about that, that, that when we use the word IVF cycle, we are using a generic umbrella term to describe various


    Steve Rooks (31:08)

    Yes.


    Griffin Jones (31:16)

    work orders in various combinations. And you use the example, maybe you're doing XE, maybe you're doing PGT, maybe there's more eggs involved. And I completely understand your point that when you're switching from these different work orders so rapidly that you're gonna create an efficiency that it would be better to do multiple kinds of the same or similar work orders and then do multiple


    kinds of another work order. But Jason, how do you do that in real life?


    Jason (31:46)

    Well, let me step back one second and give the 4,000 cycle lab versus eight 500 cycle labs. Those eight labs are all going to need one hood and one micromanipulation setup and then multiple incubators. Well, that's eight initial hoods, we'll call it. That's not the only thing you'd have in those ones, but you have a hood, essentially with heated surfaces, microscopes in them and things like that.


    You're somewhere between 80,000 and 140,000 per setup hood with all the different things, including witnesses, systems, and things like integrated into it. Well, in a 4,000 place, you probably only need two retrieval hoods because you'd run two operating rooms, probably back to back to back to back, be able to retrieve into the two different hoods. You'd be efficient. The other places you need eight hoods. That's four times more money upfront just for equipment. Now personnel. The truth is doing


    Eight individual retrievals of one at eight places is one embryologist in the efficient use of their time. Eight retrievals in one day in a 4,000 case place. Not that this is probably best, but you can put out one embryologist in that seat, maybe two, and switch them out. You are much more efficient than having eight people. So that's how you have to think about it from the standpoint of why larger places, or what I'll call a reference lab.


    will be the key to the efficiency and bringing the cost down.


    I'll say this in the conceivable thing, which is why I totally understand why Alan and the conceivable team really wanted to have an understanding of this, because they're trying to model an embryologist, but also make it more cost effective to do it and scale it. And that's the other beast of this. The automated embryologist, Aura, can probably do the same procedure an embryologist would do, but


    They don't need a huge amount of time in between each one and they don't need another one sitting there ready to sit in and go and do the next thing. And therefore it can be at least two times, if not eight times more efficient with just the same procedures. And therefore what you've done is you've scaled it in a way that truthfully, in order to mass serve all the people who need the care and it's millions of people who are not eligible in the United States, at least I have no idea what the number would be in Canada.


    but millions of people that are not getting the care because of the cost to get in the door or not covered by insurance, or even when some is covered by insurance, it's still sometimes quite a few dollars after that. We have to probably go to Hub & Spoke, which was a discussion item, in the fact that we have a large reference laboratory surgical center.


    that handles a large number of cases. And then we'll give you your example again, eight satellite clinics that are all feeding into one, because the key thing is that efficiency of use. The conceivable system would be able to handle all that without a problem and have minimal other staff around instead of eight sets of staff all going to work in individual places every day in order to serve it. It also means that you can get


    and I know this sounds a little weird, but you can get a little farther away from your laboratory and serve even more patients. Because the truth is, a lot of labs are in, I'll call them big cities. Not everybody lives in the big city. Some people live a half hour out, some people live an hour out. In LA, some people live three hours out, which I don't understand that commute, but whatever. You would be able to even see more patients because you would see them


    most of the time at their local satellite and only have to travel into the main center once for retrieval and once for transfer, possibly if we're 100 % successful. And therefore, you're even more efficient with your use, your time, your people, the commuting, and how many patients you can see. So.


    Just making an automated embryologist isn't the real goal. Yes, it has to be done in order to get to the true goal. And we have to use AI to get better at it, then we can even be more efficient with it. But it's also the model of this efficiency of large numbers of cases in one very expensive location. So we can cost average this down. It's just not efficient to do eight individual satellite locations all with full build outs than one that eight feed into.


    Griffin Jones (36:11)

    This volume and scale, Steve, is this, we had an inflection point because of that, that account, excuse me, that activity-based costing is necessary. I think of another sector where activity-based costing is paramount and really commonplace, and that's professional services firms, your McKinsey's, your Bain's, your...


    but also your group M's, your Saatchi and Saatchi's, any large professional services organization has these costs down at the activity based costing level. And I think of that same sector where they don't have it down and it's boutique niche firms. So I had a low seven figure boutique niche professional service firm. We didn't have this down. We charged a price premium.


    And we could because we were doing strategy and we were deeply in a niche, but it was a niche boutique. was not scalable. In order to scale, you would have to have what Saatchi and Saatchi has in place. Are we at the point right now where we made it this far without knowing all of this variance in cost because we were a boutique field, but now this is the standard for how costs need to be calculated?


    Steve Rooks (37:11)

    Yes.


    Yes. And I'll put my, my ex consultant hat on and say, you know, we're still in that the fertility vertical is still in that kind of premium service view and has not, and it's very reluctant to switch into whether it's the Tarjay or the Walmart of high volume, lower cost. And this is where you're starting to see it. Like, you know, guys like


    Paco at positive and certainly Dr. Kiltz has been doing it forever at CNY. Cause the interesting thing is when you look at the actual numbers, you know, are the 400 art cycles at start reports, 200 are actually retrieval cycles, donor cycles, roughly. given 450 plus clinic labs in the U S that implies that the average clinic lab in the U S is doing less than 500 cycles. Now. Yeah. There's some big operations like say shady Grove.


    And of course, Dr. Kilts in Syracuse and Dr. Barritt mentioned, probably one of the vile locations in Chicago, are at that scale and are taking advantage of it. if we truly want to significantly lower cost to baby, as some are trying to do, in order to expand access and affordability, we're going to have to start sharpening our pencils and driving the efficiencies


    in new ways to get the, just recently did a recalculation of cost to baby using the latest and greatest numbers. On average right now, if you, you use the SART data from 2023, cost to baby, gross cost to baby, including all meds before coverage, before insurance, et cetera, is $85,000. And that's basically 2.8 cycles times roughly $30,000 with all in. So you $85,000.


    for the average. And now we know, you know, going back to the poor responders versus the good responders, that you're going to have some patients that are going to try everything they can. They're going to spend 200,000 plus. And so in order to then enable all the middle class and more people to access this, we've got to get that cost down, cut it in half ideally, but at least a third. So this is where leveraging the consolidation, as Dr. Barrison said,


    to get more 4,000 cycle operations is one path to cutting that cost by 30%. So yeah, I think we're at a point where it'll take a few key firms to really go after to say, you know what? I'm done with the premium model and I'm gonna focus on driving volume and still make good money.


    but driving a more efficient operation and still providing high touch through technology, know, a better patient engagement apps, you know, things like cycle clarity using AI across the journey in order to still give patients at a lower cost an equivalent or better experience.


    Griffin Jones (40:17)

    Where do you think practices need to start? one and before I want to get each of your advice on how I have this conversation with CFOs because I'm going to I'm going to do I'm going to have like a panel of two, three, four CFOs read the paper and then I'm going to bring them on and I want you guys to coach me a little bit for when they try to give me the we already knew that answer. So but


    Without even talking about those folks, let's talk about maybe the independent practice owner. I'm thinking of a lot of these young docs that have just started practices in the last year or two. That cycle is starting again, where younger docs who were associates at networks for two or three years, they've decided, okay, maybe I go the partnership track, or maybe I go do my own thing. For those that have gone and done their own thing, they're figuring all of this out for the very first time, and they have the opportunity to do it right from the beginning.


    Steve Rooks (41:12)

    Yes.


    Griffin Jones (41:12)

    What should they do?


    Steve Rooks (41:14)

    If I could start first and then Dr. Barritt can follow up on it. I would say it's going back to actually what Dr. Barritt said about the hub and spoke model to say, to go back to a different version of what Ovation and CCRM did by creating larger operational reference labs and having those new clinics with the very capable and eager, you know, younger REIs not having to worry about operating a lab, but just having the procedure room and the egg processing and the embryo thought capability.


    and partnering. Now the key is conceivable with whomever has to set up these reference labs in the appropriate locations so that some of the smaller motivated, you know, mid-career REIs can say, you know what, I can go off and I don't have to worry about the lab because I'm going to get that service very efficiently, effectively at a lower cost through the conceivable partner reference lab. And I'm going to focus on the front end with the patient and the clinic, cetera. So that is my view of where


    this could go with conceivable coming into play or scale coming into play. Let's call it that instead.


    Griffin Jones (42:20)

    Is that the way you do it, Jason, or do you do it a little differently?


    Jason (42:22)

    Hmm.


    So I think we're going to go through another transition. And that's the transition of what I'll call managed care. In the United States, at least, it was a premium. It was not generally covered. It is getting covered now to certain level. That's actually going to drive our efficiency and our costs down. Because the truth is, insurance companies are supposed to make money. They are an in-between.


    they're gonna take a piece of that pie. The only way to have that piece of pie is find that money somewhere else in the system. And if you also wanna reduce the cost, which they would really like to do, that means you have to be even more efficient at the clinic and or lab level. They're going to push for these things. They want to cost average down and so does the clinic in order to be able to serve that number of patients. Now, that means more work per se for the same amount of dollar.


    However, they're going to drive that because that's the only way to get to the coverage levels that need to be there. I mean, who knows what the real number is, but one in six couples have difficulty. At least one in 10 need true intervention. We just don't have the scale to handle that at this point. And so even if your example, Griffin, the, I'll call it the near the beginning of their careers, REIs, politely,


    They don't have one and a half to two and a half million dollars to just invest in building a laboratory, surgical center or procedural center, hooking to it and them being the only provider using it. And the return on that investment, unless you're going to have a big PE firm or somebody come by you, is not going to be good for quite some period of time. And most don't have the capital to be able to do it. So they're going to have to come together. The example is


    as you said, is a reference laboratory. I was very lucky to run one for 10 years in Beverly Hills, California, where we had seven internal physicians, which based the majority of the cases, not too much more than the majority, but the majority of cases at that location. And then 19 other physicians in this beautiful Los Angeles area would all bring their patients to Beverly Hills for their laboratory care, surgical and laboratory care. This allowed that efficiency.


    My team in the laboratory was able to staff at an appropriate level to handle whatever was coming in, handle big cases and small cases, and do it in an efficient way. And all those other physicians who were outside of it did not have to provide capital investment, which then lowered the cost that they were charging the patients, or they could take more insurance patients. That allowed the efficiency and more care to happen because we did that model. I believe...


    that what's going to happen is insurance is going to drive down the cost because they're going to want to cover more people for the same dollar. And they're going to make some money because they don't really do anything unless they're making money. And that means it's going to come from somewhere. And where it's going to come from is the clinic and the lab. And therefore, we have to be more efficient in both of those. You mentioned cycle clarity, Steve. So the efficient use for ultrasound evaluation of the follicles as they're growing and developing is, you


    very uncomfortable situation that you have to go in and get scanned and things like that. So they've reduced the time from many, many minutes of having to go through that procedure to one. That makes it so much better for the patient, so much more efficient for getting patients in and out. Also, you can literally see between four and five times the amount of patients that you were spending before. And the machine can do the measurements, accurately put them into the EMR and calculate everything for you. You don't have to have humans sitting there.


    copying it onto a piece of paper or scanning it in and then scanning it into another system and then evaluating what this... All that efficiency occurs because the computer assists with it. And then additionally, it can assist the physicians in helping understand when in the cycle might be optimal based on the growth and development of those follicles to actually surge that patient. I'm not saying the computer will ever tell us exactly what to do. We do need to intervene. But it's pretty darn accurate for the estimation of what


    should be done and then can estimate the number of eggs you'd expect, the number of mature eggs you'd expect, and you can start to model out the efficiency of a lab in how many cases they're going to have on Wednesday next week and how many cases and how many eggs they're expecting to be able to retrieve on that Wednesday. And therefore, they can staff appropriately or have equipment and services in place to handle that. That's what's really coming and changing.


    is if we can use these things efficiently. Because like psychoclarity is a, I'll politely call it, it's a computer system that you access through your ultrasound machine and your EMR. The polite answer is eight different single physician practices all could put their data into one system. They can all get their individual patient data and have no problem with that. But the system could also connect all eight of those because they're all going to bring those eight cases to one reference laboratory.


    Steve Rooks (47:18)

    Exactly. Yes.


    Jason (47:18)

    for efficiency purposes, now they can plan. They can know


    how many embryologists need to be there Wednesday next week.


    Steve Rooks (47:23)

    That's a very good point that that reference lab is going to need a coordination and true manufacturing planning system. I hate to call it that, but that's what it basically is. would, which very few clinics actually have. So Griffin, could add one thing actually to that is kind of thing. I've actually had an REI who's seen the paper reach out to me and say, I want you to do the front end of the clinic. Now I want you to do ABC from the time the patient calls in.


    Jason (47:46)

    You


    Steve Rooks (47:50)

    through the procedure to the lab. So I have end to end visibility on the true cost. So I could really start seeing where I'm costing myself and my patients extra because I'm inefficient and other ways to deal with that. So.


    Griffin Jones (48:05)

    Hopefully Beth and Nate are listening because they probably have good data for that that you could plug into. So Beth, then Nate Zunreich, if you're looking for a research partner, Steve Rooks just raised his hand. And I've also made a little note that Reference Lab has its own topic and mapping how Reference Lab would work is its own podcast episode. So we're going to do that one too, fellas. And so I've written that down.


    Steve Rooks (48:23)

    Yes.


    Jason (48:28)

    So can I say one other quick thing before you


    leave it? I am not saying the individual doc, individual laboratory, I'll call it concierge level, hand holding, anything you need done, highest level, it's very inefficient, cost dollar-wise, but it will still exist. And it will exist because not everybody can be treated by, I'll call it the standard or the general care. There will be some who need beyond it.


    Technically, there's also some who want the high touch. They want that, I am not a general patient. It's gonna exist. It's still going to be in place. Politely, let's just say you can go to an orthopedic surgeon and you can get a knee replacement done or a hip replacement done. But if you really want the A level, you really want that other one.


    You might have to go out of network, out of pocket, out of everything, but you want to be able to pitch again for the Dodgers. You're going to pay for that concierge level. You're going to do that because there's a reason to. So it will still exist. Those smaller, super high-touch concierge level will exist. But the vast, vast majority will be done at


    I'll call it reference related areas in order to be efficient with the scale that we need to reach.


    Griffin Jones (49:55)

    Now each of you give me some ammo for when I have the CFO panel and they say, we knew all this stuff already. What should I ask them? What should I be probing or pointing out to them?


    Steve Rooks (50:07)

    I think just asking them one, do they know what their average true cost for a given procedure and how does it vary by egg and embryo? And I very much doubt that any of them could give you a true answer on that. mean, cause they tend to, the accounting systems tend to just average out the labor costs and average out the supply costs and don't consider the actual consumption of the specific resources for each type of procedure and each volume unit. So.


    It comes down to the system they have in place, but hell, I did it myself with an Excel spreadsheet, so it can be done.


    Jason (50:43)

    It can be done, but I think where you're actually going is managed care is going to do us for us or help us do this. I know this sounds really bad, but the CFO is not probably the only person who actually needs to be on your panel. The accounts receivable are actually managed care coordinators are the actual ones who are going to understand this because they see the individual patient.


    with the individual costs that they are gonna realize is gonna be there and what that reimbursement will need to be to cover your costs. And then your CFO says, ⁓ can we get the things at that price? Can we succeed at collecting the amount of things? Because the truth is we're going to be forced into a situation where, and I sort of wanna use this example even though I don't live there, but Massachusetts has a covered system where they're...


    a number of cycles are covered without a problem. Same with Illinois.


    All those systems are now driven by what the insurer will pay. And you need to find a way to get into that box. That's why it's not just a CFO who knows the front end of the house or the back end of the house and what that cost dollar would be for not only your rent, but, we're depreciating equipment, but you want me to buy another one of those. But then


    Do you really need another embryologist? Why do you need the senior one? Can't you just use an inefficient, know, an efficient non fully trained one? And wait, why do you have to, why do you have to advance them and pay them more because they learned a new skill? Is that worth it? And they analyze it in a very, very different way than the efficiency that an insurance company does. They want to get the XE done at the lowest cost possible. They're not going to pay you for a premium 40 egg case.


    They're going to pay you for the average 10 egg case. So you've got to find a way to actually be efficient. And your CFO is not going to fully understand that until they realize what the managed care is going to pay for one of those. And the truth is the managed care is only going to pay for what I'll call it or very close to the lowest cost anybody will be willing to do that work for.


    Griffin Jones (52:47)

    And that's how insurance companies work.


    Steve Rooks (52:49)

    And


    Jason (52:49)

    Hey!


    Steve Rooks (52:50)

    you better know what your true cost is in order to feel comfortable about how far you can go. Yeah.


    Jason (52:56)

    Yeah,


    I've seen some agreements be made that were below what I believe the cost for us to do the work was whenever it's above a certain number of materials. And I'm like, you do realize we're doing this for zero. So in other words, we're paying for all the stuff to be on, all the people and everything else, and we're not making a penny. Are you sure you wanna keep doing that work? Nothing wrong with it if we're in a socialized medicine situation.


    but that is not where the US is at.


    Steve Rooks (53:26)

    And let me give you one other quick use case. One thing I was trying to do while was still at TFP is really rethink how we price egg freezing. Because to me, all too often, egg freezing is priced way too high for the customer base that needs it, especially those below 30. And so I always thought, can't we, if we understand the true economics, why can't we consciously decide to lower


    the effect of gross margin we're realizing at the entry point and knowing they could drive volume and also knowing the take rate at the back end or estimating, say, how much gross margin can we move from the front end to the thaw development and fertilization and transfer at the back end with a, you'd have to tie it together. That is, you can't then move your embryo to another, I mean your eggs to another location.


    But this allows you to have a lower entry point for egg freezing and get many more women to consider it as an option tied into consumer financing center. Nobody's necessarily really thinking about it that way. They're still charging roughly, think, anywhere between 67 and 80 % of a NICSI cycle. And to me, it's too high. I know, Dr. Barritt, what do you think?


    Jason (54:39)

    So I would love to see egg freezing massively reduced in its cost entry point, because I think it would provide the care for so many more people. The truth is, what's the usage on the other end? Well, we're still technically figuring that all out. ⁓ But if it was applied more, yes, it would be very inefficient at the beginning. It's expensive for the medias that we use, the dishes, the cryo devices to store everything appropriate, record, keep, document, everything. It's expensive.


    Steve Rooks (54:53)

    Exactly.


    Jason (55:08)

    But the truth is, it's not nearly as expensive as a full IVF. And even if the efficiency is later on, only 10 % of those people come back to actually use them. Only 10%. The cost to doing that on the back end would then cover enough that all those other 90 % would not have overpaid at the beginning. And that is the model that we have to actually get to. The truth is, the barrier at the very beginning is to save fertility potential.


    Steve Rooks (55:11)

    Yes.


    Jason (55:38)

    for, and I know it sounds really bad, only 10 % efficiency of use of these things later on, 90 % don't even come back and use them. But the truth is when those 10 % come back, it's their baby. Whereas they most likely had very little chance of having it be their baby any other way. And then they have to get very expensive with donor materials. And that's another gigantic expense that we really can't afford to do easily that people pay out of pocket for, almost no insurances cover.


    The idea here is that the truth is I really wish we could get this down to like 3000 bucks and every single person who has eggs that wants to do develop, wait, career, do whatever, not the right situation. Congratulations, put them away. Three grand, 90 % of the time you're not coming back for them. But later on, if you do come back for them, you pay the price at the backside because that's when you needed them, but you don't pay the donor price when you get them in the future.


    We've got to be able to figure out that model and then reduce the cost. Now the problem is, it all depends on how many eggs you get. And the truth is, if we get these people to come earlier, we're going to get more eggs. But the truth is, do we really need all those eggs? Probably not, is the other side of this, which could then reduce the cost even more because the truth is, some of these stimulations are using by even $8,000 worth of drugs.


    in order to get the stimulation and a bunch of eggs put away so that person feels safe about it. Probably don't need that many. We probably need the 10 to 12. If you're under 30, we probably need very few eggs in comparison. But our system is built on get as many as you possibly can and put them away. That's inefficient. Massive extra amount of work. And if 90 % of it goes unused on the back end, we've had to cover our costs some way. And that unfortunately means we charge the price at the beginning.


    Griffin Jones (57:31)

    So many good future topics. And remember people, you are going to be able to get this paper either through InsideReproductiveHealth.com or on Conceivable Life Sciences website, which is anywhere where you found this podcast. Go back to that and we'll link to that paper. No matter what you have to do, if you have to track down Steve at his house, get that paper because everything that we're referencing is going to be there. And I'm going to bring this angle up with multiple different people.


    Steve Rooks (57:50)

    Thank


    Griffin Jones (57:59)

    in different ways. And thanks to my good friends, Steve Rooks and Jason Barritt for shining light on it for me.


    Steve Rooks (58:05)

    Thank you.

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271 Things Are Changing Fast. The Need for Genetic Counselors. Dr. James Grifo

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


“They expect us to be perfect.”

That’s how Dr. Jamie Grifo, Chief Executive Physician of the Inception/Prelude Network, describes the expectations placed on reproductive endocrinologists from patients, payors, and policymakers alike.

And while perfection may be impossible, preparation and partnership aren’t.

He discusses:

– Why NYU Langone has three in-house genetic counselors in their REI department

– How they counseled over 700 new patients last year

– What led to 300 PGT-M cycles out of 5,500 retrievals

– The challenges of sharing counselors across a growing network

– Regulatory complexities from state and federal oversight

– Why some REIs may be missing key opportunities to help patients with mosaic embryos


Genetics in Fertility Care Means More Than a Test - It Demands a Team.
57% of Patients Had Missed Risks. 42% Changed Clinical Care. 19% of Donors Found Ineligible.

Genetic testing is complex - and interpreting what it means for patients and donors is even more so. Without dedicated expertise, critical family-history and variant insights are often missed. 

  • 57% of patients were found to have previously unrecognized genetic or family-history risks, and 42% of those findings changed clinical management (Thompson et al., Am J Perinatol 2020).

  • In donor screening, 84% of applicants shared new or clarifying health information during genetic counseling, with 19% subsequently found ineligible under ASRM or program guidelines (Varriale C, et al., J Assist Reprod Genet. 2025).

  • Incomplete genetic review risks care gaps, regulatory exposure, and loss of trust.

GeneScreen delivers concierge-level, comprehensive genetic counseling that integrates seamlessly with your clinical workflow - scalable, accurate, and patient-centered. 

References:

Accuracy of Routine Prenatal Genetic Screening in Patients Referred for Genetic Counseling - PubMed 

Discrepancies between application and genetic consultation during routine ovum donor screening in large fertility network - PubMed

  • James Grifo MD PhD (00:00)

    Genetics is one of those things that doctors were trained in it. We understand it, but you really need specialty people and you need resources for your patients and you need to spend a lot of time talking to them and counseling them. And genetic counselors are uniquely suited for that. They have knowledge that's better than ours. And they also know how to counsel patients better than we're trained. And so they become our kind of our right arm helping us with the patient with the problem and solving it for them.


    Griffin Jones (00:40)

    They expect us to be perfect. I wonder how many REIs would agree with my guess that that's how patients, payers and politicians view them. Probably 100%. And while some of you try to act like you're perfect some of the time, when you're being honest, when it's just your pal ol' Griff here, you know you can't be. Dr. Jamie Grifo is chief executive physician of the Inception Prelude Network, practicing REI at NYU Langone. He's an MD, PhD. He's been studying genetics and ART since the 80s and 90s. And even he turns to genetic counselors for help and has for over a decade. Dr. Grifo shares why NYU Langone has three in-house genetic counselors in their REI department, how they counseled over 700 new patients last year, how their program did 5,500 retrievals, and why 300 of them were cycles with PGTM.


    Dr. Grifo weighs the benefits of having counselors at the practice and the challenges of sharing them across the network. He talks about the regulatory challenges posed by different government agencies at the state and federal levels. I talk about how many of Dr. Grifo's fellow leaders in genetics and ART use a company called GeneScreenbecause GeneScreen's, genetic counselors act like in-house genetic counselors, and they help genetic counselors at clinics who actually are in-house. support them. Dr. Grifo shares an interesting point that many REIs might be missing opportunities to help their patients because they can't counsel on the viability of certain mosaic embryos the way a genetic counselor can.If you're interested in the fast pace, whiplash speed, world of genetics and ART. Enjoy this conversation with Dr. Jamie Grifo.


    Griffin Jones (03:18)

    Dr. Grifo, Jamie, welcome back to the Inside Reproductive Health podcast.


    James Grifo MD PhD (03:23)

    Great to see you Griffin, thanks for inviting me.


    Griffin Jones (03:26)

    Why are genetic counselors important?


    James Grifo MD PhD (03:29)

    Boy. So when I started in this field a long time ago, patients didn't know they carried genetic diseases. They found out by having babies with them. And often we had no tests for it and all we had were really poor treatments for the babies that were born with these illnesses. Fast forward to where we are now. And this was my dream back when I started in this field, the idea that you could find the embryo.


    with a chromosomal or genetic abnormality, a gene defect that causes disease, and we could not put those embryos back so we could eliminate the possibility your child would have one of 558 known recessive gene diseases of newborns. That was always the dream and guess what, we're here. The problem is back when I started, medical information, like every 10 years doubled. Well, now I think medical information doubles every two, three months.


    And medicine has gotten so highly specialized because within a discipline, it's hard to keep up with everything that's happening. you know, the genetics is one of those things that doctors were trained in it. We understand it, but you really need specialty people and you need resources for your patients and you need to spend a lot of time talking to them and counseling them. And genetic counselors are uniquely suited for that. They know a lot more than we get trained as doctors. And we learn, you know, as we.


    as we treat patients, they have knowledge that's better than ours. And they also know how to counsel patients better than we're trained. And so they become our kind of our right arm helping us with the patient with the problem and solving it for them.


    So it really is essential that in some way, if you're doing IVF and you're a heavy PGTM program like we are, because I did the first successful.


    United States born embryo biopsy in 1992. That's how long we've been doing this. we now with improvements in molecular genetics are so much better. And pretty much if a patient carries a gene that's known to cause disease, our specialty labs can build a probe for it and we can test an embryo for it. And we can prevent that couple who has either a 25 or 50 % chance of their baby being born with a lifelong illness, which is horrible. And we can...


    Avoid that by finding the embryos that are healthy and not using the ones that aren't. But, you know, we do a simple blood test on these patients. We get information on what they carry, both partners. They need to be counseled. Genetic counselors know how to do that. Then there's the specific diseases you need to know about every single one. And our genetic counselors know very detailed information about all of them so they can counsel patients. Some of the diseases that we find are not that significant, that you can live


    with it, but patients need to know that and we're obligated as physicians treating patients to give them everything we know so that they can make informed decisions about how they want to build their family. in order to do that, you need to be disciplined. You need to have the right support staff. And it was not that long ago, but you know, we used to refer it out to the genetics people, but it's much better having them in our office. We have three genetics counselors now on our staff.


    They did 700 consults with patients to talk about genetic issues. They looked at 4,000 carrier screening results and went over them with patients. You can't do that as a doctor. You don't have the time nor the training. So they're a big part of our team. And as you know, with PGT, we also have identified mosaic embryos.


    as embryos that are not chromosomally normal eucloid, like the embryos that the majority of which make the babies, mosaic embryos, we now know and can counsel patients on. Some of them have a very high chance of making a healthy baby. Some of them have a very low chance of making a healthy baby, but still can. So we have all this information and it needs to be shared with patients. It needs to be done in a methodical, organized way so that patients are fully informed.


    And we've now transferred hundreds of mosaic embryos that have made healthy babies. And many clinics are afraid to transfer those embryos because they don't have the knowledge that our genetics counselors do and we do in our experience. So the world has changed so fast and it's hard for all clinics to keep up. And we're a specialty clinic. did about 5,500. We're going to do about 5,500 retrievals this year. And a big chunk of what we do is PGTM.


    mean, we've done over 300 cycles of PGTM in 2024. We're doing more in 2025. It's not complete yet, so I don't have the data. But this is how fast this stuff has caught on, and we have to keep up with it. And you can't do that alone. Not even.


    Griffin Jones (08:18)

    So that's


    a lot of retrievals and it's also a lot of cases. So you got three genetics counselors and you said they've counseled 700 patients. Do you mean this year we're recording towards the end?


    James Grifo MD PhD (08:26)

    Yeah, 2024.


    I don't have 2025 data because we're still in it, but it's more, at least the same or more, those numbers. I just gave you the 12 months ending December 2024. We did 700 internal genetic counselor consults regarding single gene diseases and also, you know, aneuploidies. 300 cycles of IVF were done to test for a single gene disorder.


    know, commonly things known like Tay-Sachs, cystic fibrosis, gauches, canavans. But there are some diseases of the 558 I had never even heard of until I look them up. I mean, you find that the couple, each of them carry that 25 % of their babies are going to be born with an illness and that's not good.


    Griffin Jones (09:13)

    I wanted to ask you about that. Can you think of any specific cases in the last six months or a year where your genetic counselor counseled a patient that you think, like, I didn't know that, or I wouldn't have thought of that?


    James Grifo MD PhD (09:27)

    Well, I mean, no, because I'm in this specialty field here and this is what we focused on at NYU. It's been my whole career. So I'm probably a little bit more knowledgeable than most doctors, but many doctors, you know, don't know a lot about all this stuff and they need the Gen X counselors to counsel the patients. I mean, we're doing also lot of hereditary cancer genes that are known to be associated with increased risk of cancer in patients, you know, offspring. we can...


    you know, find that in embryos and not use those embryos. Things like the BRCA gene, which is the breast cancer gene. You know, it's, and every day new things are being discovered. And, and some families are actually being diagnosed. Hey, we didn't think you had a disease. Now we found the gene and now we can build a test when, you know, a year ago we couldn't. So, and we just have to keep up with that. It's not, it's not easy. And that's where our genetics counselors come in, but


    I can name a number of cases where patients came from outside where the doctor read the report and thought that the patient was fine and had nothing to worry about. But when you actually read between the fine print and realized some of these patients were misinformed and a genetics counselor catches those, they're very rare, but we can't tolerate any bad outcomes. have to be perfect, we're expected to be


    them are human and no human is perfect. So it's a lot of pressure and it's a lot of responsibility. But you know what? We're here for our patients. That's what it's all about. We're about healthy babies one at a time. Because if we want to build a better world, we got to help parents be parents, especially the ones who want to take it so seriously. And so it's so important in their lives that the world will get better if we help more of these patients.


    Griffin Jones (11:15)

    So you're so immersed in this field of genetics that there's not necessarily going to be a case that a genetics counselor is going to know significantly more than you or catch something more than you. So to you, you personally, what's the use of a genetics counselor? Why not just do it yourself?


    James Grifo MD PhD (11:31)

    ⁓ I mean, they


    definitely know more than me. I know, I know a lot, but they know way more than me. called, I call them up all the time, ask them a question about a specific case and help me look it up. And then they go to the literature and they find what's changed since the last time I read about it, you know, three years ago or whatever it's changed. And I don't know, because I can't keep up with that literature. So, you know, I I have a pretty good understanding of most of the things that we deal with, but it's all nuanced and it's ever changing. And you need people who.


    can be a resource and you can send a little text right and they're either across the hall or you walk over with a report and say, wait a minute, what did I tell this patient? And I always have them talk to our, the patients talk to our genetic counselors, because they need that. They need to hear it from me, they need to hear it from somebody who counsels patients with genetic diseases. They know how to speak to them in a different way than doctors are trained that makes them more comfortable and helps them understand risk and right sizes risk.


    You know, people get pretty alarmist at times and you you don't want to alarm your patients. You just want to educate them and you want to give them the best outcome.


    Griffin Jones (12:35)

    RMA of New York got smart about the genetics challenge. What's one of the things they did? They used GeneScreen. Dr. Kate Devine of US Fertility, Dr. Shafali Shastri from RMA, Dr. Deb Keegan from CCRM. They're all leaders in genetics in the fertility space. What's one thing they all use? GeneScreen. If you're a fertility doctor or a clinic owner, you already know genetics is one of those areas that can get complicated fast. Panels keep


    changing and patients have more and more questions. Even the best clinical teams miss things. In one review, 57 % of fertility patients had missed genetic risks in routine screenings. 42 % of those changed clinical care. You do not need that kind of legal risk or that kind of risk to your patient. That's where GeneScreen comes in. They provide concierge level genetic counseling that plugs right into your team, scalable, accurate, and always patient centered. Visit


    gene-screen.com or ask me and I'll make an intro to them. Those guys are great. That's gene-screen.com. So, Jamie, you've got three genetic counselors now. How long have you had those three? Did you start with all three and build out that program once?


    James Grifo MD PhD (13:47)

    No, we


    started with one and then we added a second pretty quickly and then we added a third pretty quickly. I don't remember the timing of it, we've had Andrea has been with us about 10 years, Andrea Besser, and she's brilliant and incredible. She's probably one of the most knowledgeable fertility genetics counselors out there just because of her experience. And not all clinics can have this level of service. We have the volume to support it.


    Other clinics can use outside resources. They work quite well, like you said, GeneScreen. It's just that a clinic like ours, we need it internally. It's more personalized for our patients and for us as well. It streamlines our ability to take care of these patients, but not every clinic can have that kind of overhead to manage it. We just are so busy that it makes sense. So there's lots of ways of doing this. This is just the way we've evolved because we've been


    a center of excellence in, you know, PGTM and focused on it. And so we put it in-house. But that's what works for us and what works for others. The GeneScreen works for others. They're all good. You need resources. You need knowledgeable help. And you need somebody who's keeping up with the field because the genetics field is so rapidly changing.


    Griffin Jones (15:00)

    I know I'm asking you to go far down memory lane, but to the extent that you can remember a decade or so ago, what was the impetus that made you say we need a genetic counselor? Did your colleague physicians also come to you with the same issue? Did you then have to approach the REI division or OBGYN division at NYU? And how did that whole process work? did you, like one, how did you come to the need? And then two,


    how did you design exactly what work that they were gonna do so that you could prove it was something of value?


    James Grifo MD PhD (15:36)

    So we used to refer them to our genetics team here at NYU, sometimes for specific illnesses with other institutions where there's more expertise in a particular gene. But the problem with that is communicating doctor to genetics counselor is quite time consuming, lots of phone tag, and the ability to miss something because of that was just too high. And we just realized, hey, we need to bring this in-house because we're spending too much time.


    know, coordinating care and we should just have, we have enough volume to support it. It's better for the patient. It's faster. We get them in really quickly because it's our team supporting our team and we don't, you know, not supporting multiple teams. So it makes for a better patient experience. It makes for a better doctor experience. It also, we're double checking each other. We're constantly in contact with each other. We're in the same office. That's an advantage. And you know,


    I can call them anytime I got their cell, they got my cell, they can call me when there's a problem. It's just a lot easier than using a third party referral service, but that works well for most centers because most centers don't have the volume that we have. When you have the volume we have, we need it in-house and that's how we got there. And no, I didn't need to ask permission. I'm the division director. I presented a meeting to our team. said, Hey, look, we're going to do this. We have this person. She's going to be great.


    And everybody said, wow, thank God that's really great. You know, this is really hard calling genetics and waiting to hear and then having to go back and forth with the patient and talk to the patients. And I don't really have the training to be a genetics counselor. We need somebody in here. Everybody agreed with it. you know, it was an expense that we pay for and we think it's worth it. It's built into the infrastructure and, you know, our volume, you know, allows us to do that and it makes it affordable for us to do that.


    And then again, it's really about the patient. You you can do things in simpler ways in many cases. I didn't get into this field to see how many corners I can cut and how easy I can make it. want to be the best we can be. This is a group of people every day come to work trying to get better because our patients deserve it, our field deserves it, we deserve it. And so having that in-house has really, really streamlined our genetics. And also,


    What happens then is we train residents and fellows. They interact with them, that we've written some scientific papers because of our clinical experience with them. So it allows us to reach the younger doctors to be in the future and get them really involved in it. So it's really a win-win-win. The patient wins, we win, the program wins, and our specialty wins. So that's what we're about. And that's why we do it the way we do it. And it's been really great.


    Griffin Jones (18:23)

    Of those 700 cases counseled last year, for instance, very generally, what's the breakout of PGT versus carrier screening?


    James Grifo MD PhD (18:31)

    So, I mean, we did over 4,000 carrier screen consults discussing and reviewing. So the 700 internal genetic consults are a combination of, know, aneuploidies, mosaicism, and pre-implantation genetic testing for monogenic diseases, and then also the translocations, the structural rearrangements. So it's a mix of all of those. The majority are


    Aneuploidy and mosaicism, a big chunk are single gene disorders, PGTM, and a small fraction are the translocations, but they are really significant. Those patients have recurrent miscarriage, they have pregnancy losses, and until you diagnose that and are able to find the balanced embryos, those patients struggle and suffer. So they're probably the smallest component of that. But you need expertise in all of them, and that's what our genetics counselors have.


    Our experience, you know, because we see so many different things, we're a tertiary care center, we get the referrals of the complicated cases. Because of that, we're constantly being retrained and improved every day just by what happens and what the patients that we see. And that's what you have to do in medicine these days. Things are changing so fast. You have to be nimble and you have to be quick. And when you have people right down the hall, you're nimble and quick. And that's good for patients and good for us.


    Griffin Jones (19:50)

    Why not just use the counselors from the genetics labs? They've got plenty of good counselors, the different carrier screening labs out there, for instance, and I think the PGT labs do too. Why not just use those folks? Why have counselors in-house?


    James Grifo MD PhD (20:10)

    So because the counselors in-house are more responsive to us, not that the others aren't, very responsive, but not only that, they're longitudinal. So they're here all the time. So the patients bond with them and know them and get comfortable with them. They do WebEx's with them and meet them. And so they want to talk to specific people. They're comfortable because they trust them. They build a level of trust and caring and empathy that you know.


    It's not so easy when you're a reference lab and talking to thousands and thousands of patients, we're just one center. So I think those are, you know, just things that we like for our patients to make their experience with us better and more, you know, patient friendly and comfortable. Cause you know, there's a lot of discomfort when you're talking about genetic things and anything we can do to take down the temperature and take down the worry and, build trust and help them understand. We, we know what they're going through and what, what it's like to be them.


    how to help them build the family that they want safely with good outcomes. If you're gonna be a comprehensive care center in this field, you gotta do that. So that's why we've chosen to. it's not for every clinic. You can't support the infrastructure. We do because it's worth it to us and we wanna spend the money on it because it's worth it for our patients.


    Griffin Jones (21:24)

    you've made the patient experience argument for having in-house genetic counselors. Is there also a quality of care that, are they able to address the patient more holistically than a genetics counselor from one of the labs? And why or why not?


    James Grifo MD PhD (21:42)

    Yeah, because they have


    our chart. They have our experience with the patient. The patient's already spoken to us, so they know the whole conversation when they talk to them. They're already familiar to start. And then they're in constant contact, because it's not a one visit thing. You have a lot of contact along the way. And having continuity of care and talking to the same person is really powerful for a patient, because


    They don't have to tell their story all over again to a new person and wonder if they can trust them like the first one they spoke to. And it just takes something that's very hard for patients and makes it a little more palatable and a lot more user friendly.


    Griffin Jones (22:19)

    Do insurance companies sufficiently cover this?


    James Grifo MD PhD (22:23)

    No, no, we


    eat the cost. It's just because of the way it's structured and the way we do it, it's just, you know, it's just, we build it into our infrastructure. It's just worth it. It's an investment we make in our program for our patients benefit. And I think it's one of the reasons we're successful because we do those kinds of things.


    Griffin Jones (22:44)

    Is that more because of the way that you all do it and want to do it? is that something that's insufficient from the fertility carve-outs and insurance companies?


    James Grifo MD PhD (22:56)

    I don't really even know to be quite honest, because I don't really get to that level of detail around that stuff. It's just that I think you have to have a specific genetics counselor MD trained who's going to be, you know, signing off on all the charts for the insurance companies to, you know, reimburse and they just don't reimburse genetics counselors at the same level. And so it's just, you know, when we need an MD


    Genetics counselor, we use them and the patients go see them and they build them separately. for what we need to do, we don't need to do that very often. So we just keep it in house and do it. It's worth it. But not every clinic can afford it. But you have a volume like we have and you have the volume of patients with these issues that we have, it's well worth it.


    Griffin Jones (23:42)

    Tell me about their workflow. How does their workflow integrate with yours? At what point does a patient go see one of your genetics counselors and in between what kind of visits and then how do they interact with you, interface with you, interface with the rest of the care team? Tell me about that.


    James Grifo MD PhD (24:02)

    Yeah. So for instance, I just saw a patient in office today who I'd done a WebEx, you know, an hour long talk and they carry, you know, to they carry the same recessive gene and they came to me and we spoke about it. I saw her like two weeks ago initially on Web. And today I saw her in the office for the initial visit and ultrasound and all the other stuff. She'd already seen my genetic counselor the day after I spoke to her.


    There's a whole note in the chart that I can read and know and the patient knows and that's all sent to them. And so it's very patient oriented, patient friendly. And then we're familiar with each other too. I mean, when you're a doctor, you work with familiar people, there's a level of understanding and a level of familiarity that also makes us more efficient and makes errors less likely and makes


    you know, problems less likely. And so, yeah, they're right down the hall. If I need to talk to one right now, I just walk there. They're not always here every day. They do a lot of stuff for moat. But I have access to them and they have access to me whenever it's necessary. And I think that really is how it works. As the patients come in and need consulting, I mean, they're busy. That's why we kept adding genetic counselors. Their time gets filled. There's always patients that want to talk to them about their embryos.


    about which one they should transfer, what about this mosaic, what's gonna be the outcome, what can I expect, what are the risks, what would you do if you were me, if this was your family member, those are kind of questions patients need to be able to ask and feel comfortable with. And it gives us a level of security as physicians knowing that we're providing a level of care. mean, it's just, you know.


    It's accurate, it's intact, we don't have to worry about missing things and having a baby born with a problem. Because forget about the lawsuit, that's awful. The baby being missed is worse for everybody, especially the patient. So we're very mindful of that. want to make sure patients have best outcomes and that we have tremendous amount of pressure. I don't think people realize how hard our job is in that regard and how many things can go wrong in an IVF clinic. And we're expected to


    to be perfect and like we're human, no one's perfect. We do an incredibly good job because you have built-in safeties, this is one of them. Having your genetics counselors at your disposal in your office is a safety and so that's a big part of it. And they're busy all day doing consults with patients, talking to us, talking to the genetics labs, organizing, know, how do you get your probes made? They interface and make us more efficient with the reference labs and the genetics counselors at the reference labs.


    and they're very friendly with them. they're a resource for us. We're a resource for them. So it benefits the labs we work with. It's just a win for everybody. so, you know, some things are just, are worth it, even though it's a sacrifice and it does cost money, but it's just worth it.


    Griffin Jones (26:59)

    Did you notice a difference when they're remote versus when they're down the hall? suspect during COVID they were remote a lot more frequently.


    James Grifo MD PhD (27:04)

    Well, but there's


    always one here. So if the other two are remote, there's always one here. So that's not a problem. But when I say remote, I just pick up the phone instead of walking to our office. It's not hard. Let me get back to you really quickly. So no, COVID was a unique situation. We, as you know, practiced during COVID despite the SRM saying we shouldn't. And we couldn't do that. Our patients are old and waiting was not going to help them.


    You know, through the FPA, all of, actually some of our most fiercest competitors, but, you know, fierce friends too. We all got together and made protocols of how do you practice? How do you help your patients in the middle of a pandemic? And we came up with procedures and protocols. Cause when you have the SRM saying we shouldn't be doing it, we're really out on a limb. And we all came up with agreement about how to do it. And we even published the paper. did 1400 cycles during COVID.


    And in New York City, where 1,400 people you would have expected 100 to 150 of them to get COVID, two people got COVID. And our patients who got COVID, we said to them, we'll do a free cycle. If your cycles cancel with COVID, you'll pay for the drug. We'll do the rest. And those two patients had a cold. They were at home in bed. They weren't hospitalized. None of our staff got COVID. And we demonstrated that you could do this safely. And when you're highly motivated not to get COVID during a pandemic because you're doing your cycle and you know,


    It's amazing how effective that is. And we proved that, we published that. Unfortunately, the SRM never really recognized it, but it is what it is. We're set up for the next pandemic, because there will at some point be another pandemic. And we now have demonstrated a safe way to do that. And yeah, our genetics counselors were off site that whole time, but they still were talking to patients. They still were helping us. We had minimal staff in-house just to keep the risk down.


    It's amazing how efficient you can be with remote. I mean, it's like I'm talking to you, you're how many miles away. It's as if we were sitting in the same office. So it works.


    Griffin Jones (29:07)

    What are the most common questions that your genetic counselors get and what are the most common questions that you have for them?


    James Grifo MD PhD (29:15)

    So, you know, how do I counsel this patient on this thing that, you know, she carries hemochromatosis, what should I tell her? And, you know, it's an autosomal dominant disease in many cases, and, you know, half the embryos are going to get it. And, you know, you can live with it, people do. And, you know, that's where the genetics counselors are really powerful because they go through all the manifestations. Because, you know, you have a gene disorder, every patient expresses it differently. And, you know, some people can have very


    unperturbed lives with a genetic illness and some can be absolutely devastated. And you can't predict which now allows us to help patients not have to be in the middle of that we can avoid it completely. Congenital adrenal hyperplasia which people live with and many people have and do fine. When two carriers show up they're motivated to not have their child have it because they're living with it they know what it's like.


    know, mom's had breast cancer and you carry the BRCA gene and you're going through all kinds of treatments, knowing someday your ovaries are going to be removed. Someday you're going to have a mastectomy. You're going to have a healthy life and not get breast cancer. But you got this gene that's really interfering with a lot. You don't want your child to have it. And, know, how, you know, how do we test for it? How do we, you know, what about the male embryos? What's their risk? And, you know, there's, there's all kinds of things that come up and, know, each individual disease in and of itself is a study.


    know, cystic fibrosis. Some patients get really severe form and it's really awful and some don't. But the reality is you can't predict what's going to happen. We really counsel patients not to, you know, have that or have a baby with that. So we do our best to prevent that. it is, you know, every day is a journey. Every day is an adventure.


    Griffin Jones (31:01)

    Every day is an adventure just like the rest of the fertility space and genetics because genetics and fertility care isn't just about the test. It's about what happens after. That's why other top clinics, Army of New York, CCRM, US Fertility, they all trust GeneScreen because even the best teams miss things. In one study, 57 % of fertility patients had genetic or family history risk that went unnoticed. And then when those were found, 42 % changed clinical care.


    In donor screening, nearly one in five were found ineligible after proper genetic review. That's the difference between confident care and costly gaps. And when these other people are using GeneScreen, they're people that some of them don't have in-house genetic counselors. Many of them do. And GeneScreen's, genetic counselors work with their in-house genetic counselors like they are in-house genetic counselors, like they're an extension.


    of their care team, or at least that's what they'll tell me. GeneScreen gives your patients and your team what off the shelf testing can't. Expert genetic counseling that's seamless, scalable, and built to protect your program from risk. They don't just run reports, they see what others might miss. Find out why the leading fertility clinics and networks are choosing GeneScreen. Visit gene-screen.com or reach out and I'll make that intro. I'll be happy to do that. Gene-screen.com.


    This might be a dumb question, Jamie, but could networks share genetic counselors so that they're covering multiple different practices or, didn't in house genetic counselors, should they really be embedded at the practice level?


    James Grifo MD PhD (32:41)

    Well, I mean, there's definitely advantages being embedded in the clinic just because of all the reasons I discussed. You certainly could do this on a network basis. And it's just a big task. then how do you pay for it is a problem that needs to be addressed and is addressable. It's just a matter of


    doing that. But, know, Hannah Green, one of our genetics counselors, the second one we hired, Andrea Besser was the first and Carissa Eubers are more recent one. I mean, they've all given amazing talks at ASRM. This year, Hannah gave a great talk at ASRM talking about, you know, some of her things that happened last year where we picked up things that were missed by, you know, patients who came to us from other centers who had their carrier screening done and they were they they were told that everything is okay.


    and everything wasn't okay. One was a translocation case with a normal karyotype, which is easy to miss in those circumstances. One was a thalassemia case that was misinterpreted. One was an SMA, spinal muscular atrophy case, one of the most common genetic disorders that we see even more so than cystic fibrosis. And so, you know, they saved these patients from a lot of problems by, you know,


    the type interaction that we have. So that's what we do. That's what GeneScreen does. And we're happy with our system. We built that. It's been 10 years in the making. And it works.


    Griffin Jones (34:15)

    Have you made that case to your network to the prelude network? Have you made a case for hey, let's, let's replicate what we've done here at NYU and let's have more in house genetic counselors and let's share them together? Or have you been more focused on what you've got in your program?


    James Grifo MD PhD (34:32)

    Yeah. I mean, the problem with being across state lines is, you know, WebEx, unless you're licensed in every state, you can't do that. And so, you know, it's, you don't have a license to practice in other, other places. And, you know, some of the obstacles are more regulatory as opposed to like, Hey, let's just do this. And, you know, unfortunately the people who make the rules have no clue of what we do in the office. And they make rules that sound, you know,


    smart from their angle, but they don't realize how much harm they cause. The unintended consequences of untrained regulators is probably one of the biggest hazards we have in medicine. And no one's willing to address it. No one's willing to deal with it. And it's really a shame because it probably drives the cost of care. And hopefully someday somebody in the regulatory space is going to start to address those problems. that's


    That's unfortunate. that's one of the hurdles that we would have to do if we gonna do this on a network-wide basis. How do you have somebody in one state be talking to patients in another state and not having cover for that and not having license for that? It's very complex. I imagine GeneScreen has got license in every state so they can do that, but that's cost prohibitive for us.


    Griffin Jones (35:43)

    I know I'm kind of putting you on the spot asking you to think off the top of your head, but are there other regulatory challenges that you come into contact with fairly regularly with regard to genetics?


    James Grifo MD PhD (35:57)

    Well, I mean, New York State Department of Health regulates everything here in New York. So, and they don't really interact with like the FDA or the CDC. you know, it gets really complicated because they all have different ideas about how to do things and they don't always, they're not always consistent. you know, genetics is one of those areas where you're going to see inconsistencies. So that makes our job more difficult because at the end of day, we practice in New York, we have to answer to them first.


    And then if what New York State is telling us to do isn't in line with what the CDC or FDA is saying, that we have to somehow get through that, it's really a lot of work. But it's all one thing. Well, mean, just how you report things, how you talk to patients about things, how you record them in the chart. And it's minutiae, but it's necessary minutiae in order to practice in a regulatory environment.


    Griffin Jones (36:37)

    What do they have different ideas about?


    James Grifo MD PhD (36:55)

    It's all well-meaning. Everybody wants perfection, but it's hard to regulate perfection and litigate perfection. And it's just, you know, it's part of life. It's just some of the frustrations that we have trying to make things better. But, you know, we do our best and we help a lot of people. That's really what it's all about anyway.


    Griffin Jones (37:14)

    You


    talked a little bit about mosaicism and having genetic counselors that can counsel on when it might be viable to transfer a mosaic embryo. You know that you're talking to a non clinician here. I think you know that I'm not qualified to give first aid to a paper cut. So help me understand our other centers. Are they are they missing out on


    James Grifo MD PhD (37:36)

    Sure.


    Griffin Jones (37:42)

    a number of patients that they could be helping because they don't have genetic counselors to help them navigate that challenge with mosaicism and help me understand the challenge.


    James Grifo MD PhD (37:53)

    Perhaps,


    yeah, perhaps. I think a lot of people are risk averse, you know, in practice doctors are really afraid of getting sued. And so some of them are unwilling to take risks, which we have to take every day. In the old days of IVF, we didn't know mosaic embryos were being transferred. I did, because we published it in 1994 that about 20 % of embryos had evidence of mosaicism at the eight cell stage.


    No one knew what to do with that publication. actually was rejected four times because no one believed it. And the fifth journal finally let us publish it. And it wasn't until we started doing PGT-A with next generation sequencing that it became very clear that there were a lot of embryos that had abnormal cells along with normal cells. And that's really what a mosaic embryo is. And the reality is probably every embryo has abnormal cells in his mosaic, but the level of mosaicism is below 20%.


    our test doesn't even pick it up. We call it euploid, but there's a reason why only about 63 % of euploid embryos make a baby, because sometimes the abnormal cells take over and you don't get a baby. With most mosaic embryos that make a baby, the euploid cells take over and you get a baby and you never knew there were abnormal cells. And so be it with mosaic embryos, not knowing we were transferring these for all these years before we had this test, the baby was born, the baby was healthy, no one knew it started as a mosaic embryo, we did.


    And that's why when we started finding them in our PGTA platform, we didn't discard those embryos because we knew they had potential. We just didn't know. And then what we did is as patients had nothing in the freezer except the mosaic, we said to them, look, we think this embryo could work for you. Here's what we know. What do you think? And the patients said, you know what? It's my only embryo. If I don't transfer, I'll never have a baby. And some of them didn't. And then we started realizing that


    There were classes of mosaic embryos, depending on if a whole chromosome was missing or extra, or if a piece of a chromosome was missing or extra in a percentage of the cells. And if it was a low percentage versus a high percentage, we now have a whole data set, internal data set, where we can say, okay, this mosaic embryos is a low level segmental, meaning a small segment of a piece of this chromosome is missing.


    in 20 to 40 % of the cells, meaning 60 to 80 % of the cells are euploid. And if those cells take over, you'll get a baby. In our experiences, we put that embryo back. It does as well as a euploid embryo. And we needed to transfer enough of them to find that out. So those, we have very low threshold for transferring. Patients have had amniotes. No one's had an abnormal amnio from it. They have healthy babies from it. We usually put embryos back one at a time. So now we can say to a patient, hey, yeah, this is mosaic, but.


    This is really like a euploid embryo in terms of how it performs. You can use this embryo. Now you have an embryo that you wouldn't necessarily use because you're afraid of the word mosaic. we're like, wow, we have lots of mosaic babies or embryos from babies from mosaic embryos who are not mosaic, they're euploid because that's what happens to those normal cells take over. But, know, at the other extreme is 40 to 80 % of the cells are missing or have an extra whole chromosome. Those are called whole chromosome high level mosaics.


    about 13 % of them make a baby and about 66 % of them miscarry. So how did we find that out? Well, patients said, look, it's the only embryo I have. I'm willing to do the transfer, help us do this, we'll help, we'll follow you, we'll make it, we'll carefully follow you in pregnancy. And some patients want those embryos because it's their only chance and they're willing to take the 66 % miscarriage rate. Most patients are like, no way, I'm just gonna do another retrieval, but they at least get to make the decision.


    In the old days of IVF, patients didn't even know they were making those decisions. We didn't either. We were just transferring these embryos, not knowing, I'm sorry, your embryo, you miscarried. that's terrible. That's nature. Too bad. You know, guess what? It doesn't have to be too bad. You played embryos miscarry 9 % of the time. You know, my 40 year old women miscarry 45 % of the time if they get naturally pregnant. Who wants a miscarriage? Like it's a big value point for a patient not to have a miscarriage, not to lose a pregnancy, not to lose three months of precious time when they're that age trying to build a family.


    So these technologies help us give our patients more information. And yes, some embryos that could have made a baby aren't transferred, but that's by the patient's choice, not because we're telling them what to do. And people don't understand that. They just criticize us. They don't understand because they're not here seeing the interactions with us and the patients. The patients do. That's why they come. They get it. They understand how hard we work for them to help them. The critics outside don't get it. They all, shouldn't be doing that. You know, it's not perfect. It's not 100 % accurate. Nothing is.


    Mother nature isn't, but we're better having less miscarriages. We're better avoiding an amniocentesis being abnormal since we started doing PGTA with next generation sequencing in 2011. We haven't had an abnormal amnio since then. In IBF with unscreened embryos, used to have in 40 year old women one or two per hundred babies. That was awful. You get to 16 weeks pregnant and terminate a pregnancy. That's not being a good doctor.


    when you have a technology that prevents it. So, you know, the critics of PGTA, they have to reconcile that with the patients because that, it's not, the PGTA would never be perfect, but it's better than what we're doing without it. And, you know, you have to know how to do it. You have to have a lab that supports it. You have to have a ability to culture embryos. You have to have a really good reference lab that tests your embryos. And it's well worth it. Having singleton pregnancies, low miscarriage rates and no abnormal amniotes.


    And then in the process, screening these patients for 558 recessive genes and allowing them not to have babies with genetic illnesses is kind of a goal. Like you want your patient to have a healthy baby. You want them to have one. It's safer. You want them to not miscarry. It's awful. You want them to not to get 16 weeks and have a problem and have to make a tough decision because it traumatizes them. And this technology does that. And you need genetic counselors to support how we speak to them, how we talk to them about these embryos of mosaics and


    and the aneuploid embryos. And so that's why we have it.


    Griffin Jones (44:00)

    In the absence of those genetic counselors, do think it's often the case that REIs would just say, you know, that's mosaic, let's just do another retrieval? I'm recommending that we do another retrieval as.


    James Grifo MD PhD (44:11)

    Yeah, yeah, I think


    people do because the doctor is afraid to take the risk. And I understand that because lawyers don't get nature being imperfect. They just think everything should be perfect and no patient should have a bad outcome. And they try to litigate away the errors of Mother Nature and then put the blame on us so they can, you know, compensate the quote victim of Mother Nature. So doctors are in a bad position and nobody's protecting us.


    You know, we just have to deal with it and live with it and, have those lawsuits and have to go to court and all this stuff. And it's just, it's terrible actually, because we didn't do anything wrong. All we did was let nature do what nature does and we get blamed for it. And it's, and so, yeah, I think that's a lot of it is people are afraid of that. I get that. I understand that. and the patients are afraid of it too though. Like I don't want to take any risk. Give me a less risk. I'll do another retrieval. It's worth it for me to not worry about.


    the other, you know, that too. So there's a lot of complexity in it. And, know, like in a sound bite, you can't really have a conversation, but this is why I love podcasts. Cause you can actually help people understand that everything isn't black and white, that there's gray everywhere and we have to manage it. And the only way you manage it is you put the patient first among everything. Cause that's what matters most. That's who we are here to serve. That's why we do what we do.


    ⁓ and live with the consequences of all the things that another nature throws at us and all the heartbreaks and heartaches because we suffer them too when we see our patients, you know, have a bad outcome and we want them to have the best outcome and that's why we keep, you know, trying to move the needle and get better and do newer better things. So we'll keep doing that.


    Griffin Jones (45:48)

    Well, neither you or I are lawyers and we're sure as sherbert not giving legal advice, but I might suspect that genetic counselors are in a better position to give informed consent when they are to inform the patient. So the patient has informed consent when they do make those decisions. Because the to your point, it's not perfect, it requires some explanation. And I just have a hard time seeing most REIs


    having the time and the frequency of interaction to be able to counsel the patient like that.


    James Grifo MD PhD (46:24)

    Yeah, and that's why GeneScreen is a good thing because not every clinic can do what we do. So that gives them, you know, the opportunity to have, you know, experts in their corner to help them. And then that ultimately helps the patient. So, you know, there's not one size fits all way to do things in our field and clinics have to play to their strengths and, you know, fill the gaps with other things that can, you know, offer the service that patients need to have a good outcome. ⁓


    It's great that there's opportunities and options and that doctors have the resources available to us and patients too as well so that we can give our best.


    Griffin Jones (47:01)

    In the big old field of genetics and genomics, what research are you excited about and paying attention to right now?


    James Grifo MD PhD (47:09)

    Just learning how to be more accurate with PGTA testing and we're reaching a level of accuracy that's phenomenal. Everyone was worried about aneuploid embryos, some of them making babies, but if your threshold for your test is set right, we haven't had a baby from a transferred aneuploid embryo. Yes, we transfer them because patients think from what they read on the web that they can make babies. We've transferred a bunch and none of them has made a healthy baby.


    Richard Scott even did in his non-selection study, transferred 106 anti-ploid embryos, get a baby out of it. We got a lot of miscarriages. We transferred 35. We got a lot of miscarriages. So now we can have a data set to say to patients, look, you don't want to transfer this embryo. If it's one out of 135, is that a good enough number to justify the 40 miscarriages that you get from those 135 transfers? Do you want to spend the money on a failed transfer and waste it?


    and waste a month in a futile cycle. And, you know, it's really helps patients make better decisions and not suffer more than they already are suffering. so, you know, making that accuracy better is, you know, to me, one of the most critical things, something we've been working on for my whole career, really. And it has gotten better. And so, you know, in collaboration with the genetics, different genetics lab providers, we've helped them


    up their game tremendously and that's been a really big win for everybody.


    Griffin Jones (48:36)

    What segments of genetics and art would you like to see more research? If there was younger REIs, younger geneticists listening to this interview right now and you were giving them advice on here's how you make a name for yourself, where do you think you'd like to see more research being done?


    James Grifo MD PhD (48:58)

    Well, I think, you know, the area of being able to manage particular genes that result in higher risk for inheritance is a field that has a lot of potential, a lot of work and needs a lot of validation. And, you know, that is a real tall task, but if those tests could be validated to the level of, you know, security that they're accurate, that would be a really great thing.


    except it's also very complex too, because what if your only embryo has a little bit higher chance of having a heart attack than, you your other embryos that aren't, you can't transfer it because they're aneuploid. You know, do you do another retrieval for that? Or you say, well, you know, this person can eat better and live healthier life and not have the risk of heart attack. You know, do you really want to select for that gene? You know, that's going to be an ethical quandary and also a challenge because how do you explain it to patients so they understand it to the level that it's going to, you know,


    not cause more anxiety than, know, because we can't control everything. So, I mean, that's an area that's really ripe for a lot of study and research and finding out a path that's going to be most effective that causes little harm, but great benefit. And that's always the challenge. There's always a balance of those two. You know, people not knowing things and not worrying about things takes away a lot of anxiety. That's a good thing. People knowing too much


    puts in a lot of anxiety because you start worrying about all the things that can happen even if they're rare is a challenge too. How do you manage that? How do you manage your patient? How do you give them safety and security? We have no certainty. We have to live with it. It's life. It's the real world.


    Griffin Jones (50:34)

    I really appreciated when you emailed me because you're very proud of your program. You're very proud of the genetics counselors that you work with. And it was clearly in the best interest of the patient. I you've said we're not getting reimbursed or at least not reimbursed enough. I don't care about that. It's the right thing to do. We have to do it for the patient. So I really appreciate when you shared that with me the first time and then throughout this conversation.


    What would you want people to know about your program and the people that you work with?


    James Grifo MD PhD (51:06)

    Well, I'm really proud of our genetics counselors. I see how hard they work and how hard they try to help patients reach a level of comfort that they can feel secure in their choices. And it's they're amazing individuals. They, every time I listen to them speak, you know, like the conference, was a whole thing, Carissa gave a talk about segmental embryos and the way she described how she talks to the patient about it.


    was just so refreshing to see that, you know, these young, newly trained, really smart people are going to make us better, make the world better and make it all the whole specialty better. And yeah, I'm very proud of them. And I'm glad that we could, you know, give them the opportunity to, you know, really hone their skills and see how good they can become. And that's really, you know, we all try hard. We want our best outcomes for patients. Life brings hardships and


    things don't always work out and there's lots of heartbreak, but there's about 20,000 babies out there our 30 years of effort has resulted in and that's changed the lives of so many families and so many people. And that's why we go to work every day. Cause who gets to say you do that when you go to work every day. It's really, it's really cool. It's high stress, high anxiety from our part. There's a lot of pressure on us. There's a lot of heartbreak when things don't work out, but at the end of the day, you know,


    making a difference in people's lives is one of the most rewarding things you can do. And so I have a team of people who think like that every day, who come to work every day, like, how can we do better? How can we get better? And you do that for 30 years and you get, can, you we have, we got a long ways to go still, but you know, we'll just keep fighting for that. And then my, all my new young docs, we trained and they're, they're awesome. They're incredible. I mean, if my daughter came to this clinic, any of my docs, I'd be thrilled that.


    she was seen by them because that's the kind of people they are. many of us have been infertility patients, have experienced it firsthand, what our patients go through. Some of us talk about it, some of us don't, but it really helps you be better at what you do, be more empathetic and help our patients through a tough time. So I'm really blessed. And it's mainly the team, the embryology team that we have is just incredible at every level.


    You're only as good as your weakest link. And, we try to make all our links not weak, very strong. And it's really a privilege.


    Griffin Jones (53:32)

    Dr. Jamie Grifo you're always a good guest because of how passionate you are. And if your genetic counselors are half as passionate as you are, I'd love to have one or more of them on the podcast in the future. Thanks for coming back on the program.


    James Grifo MD PhD (53:46)

    Sounds great. Thank you so much for doing this. This is awesome.

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270 Quality in IVF Labs. From Acceptable to Exceptional. Drs. Michael Baker & Robert Mendola

 
 

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Embryologists have a lot riding on the line.

Bad supplies can cause big problems. Good supplies can create big improvements. Either way, success rates and patients’ lives hang in the balance. Every detail in the IVF lab matters.  “Good enough” can cost more than it saves, because only the highest standards protect consistency, outcomes and trust..   

We’re joined this week by two of the most respected leaders in embryology. Dr. Michael Baker, Lab Director at Aspire HFI, and Dr. Robert Mendola, Lab Director at CCRM and member of the network’s Innovation Advisory Board.

Together, they break down:

– The full chain of quality assurance, from suppliers to networks to individual lab

– The burden and importance of retesting lab materials

– Why labs should evaluate not just blastocyst formation but cell counts per blast

– The tension between cost control, standardization, and lab autonomy

– The suppliers and products that stand out for exceptional quality (including Vitrolife’s media and oils)

– Why transparency and competition should set the standard for lab supply quality (instead of regulation)


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  • Robert Mendola, PhD, HCLD (00:00)

    You want to test even in-house these medias and consumables that you use. an extreme importance to that to not even just solely rely on the commercial, testing and the passing grade or whatnot. So any kind of consumable, any kind of media that comes in, there's such an importance to testing all of these end products to make sure that there's no toxicity, there's no potential ramifications, negative ramifications on our patients' outcomes.


    Griffin Jones (00:39)

    Embryologists, you have a lot riding on the line, don't you? Bad supplies can cause big problems. Good supplies can cause big improvements. Either way, it affects your success rates and your patients lives. REIs and executives, you're on the hook too. Your success, tragedy, mediocrity, glory, and that of your patients can sometimes be tied to a gosh darn dish of media. Two of the most listened to voices, in my opinion, on the subject of quality of IVF lab supplies, are doctors Michael Baker and Robert Mendola.And for all the manufacturers of lab supplies and devices out there, these two give you an hour of free consulting on how to be first in class and how to sell a lot more product to colleagues like them. Dr. Mendola is a lab director at CCRM and he's on the Networks Innovation Advisory Board. Dr. Baker is an onsite lab director at Aspire HFI and an offsite director for many other labs in the Prelude Network. They described the order of quality assurance the supplier to the fertility network to the individual IVF They described the burden of retesting and why it's so important for labs to choose the highest quality suppliers. They call on suppliers to measure not only the number of blastocysts that develop, also the cell counts of each blast. They weigh the tensions between cost control, standardization of best practices and the autonomy that local lab directors and embryologists need to choose the best quality supplies. They share which products they like the best from different companies, including where Vitrolife has gone above and beyond in media and oils and why Vitrolife's level of quality control is so crucial. They opine on why it should be the suppliers themselves, not a government agency or consumer watchdog that through transparency and competition sets and forces the standard of quality of supplies, and thus the responsibility of networks and labs to confirm those standards are They each sign off with their specific request for transparency from manufacturers of IVF lab supplies. Enjoy this conversation from two lab directors raising the bar for quality of IVF lab supplies.


    Robert Mendola, PhD, HCLD (03:52)

    So I think one of the most concerning is the need for a universal standards for quality control from the commercial companies. So that being said, a more of a higher standards when it comes to testing their media.


    and their consumables. Right now, in most cases, they use MEA, myosin embryo assays, where a lot of the times they just look at blastocyst development, how many blasts develop. But I think they could take it one step further. I know some companies do, where they not only look at the blasts that develop, but they look at the total cell counts in each of these blasts. So it gives a more specific and a higher standard that they have to meet.


    to make sure there's no toxicity in their consumables, in their media, in their oil. So that being said, I would like to see that to have a universal standard so that each commercial company can abide by that and then give us the reassurance as IVF centers that purchase these products to make sure that the highest quality, especially when it comes to success and potential success for our patients. ⁓


    Griffin Jones (05:01)

    What's in the absence of the universal standard?


    What does it look like without that?


    Robert Mendola, PhD, HCLD (05:08)

    So a lot of times it could be, you know, some companies can just, they use a mouse embryo assay and there's different strains of mice that they can use that are more sensitive. So if you're using a more of a, an outbred mouse instead of the inbred kind of versions, you're looking at a higher potential sensitivity so that you can kind of test the product. And then with that,


    ⁓ with the higher sensitivity testing have more reassurance that you're not missing any potential toxicity. That being said, not only about particular strains that you're choosing, but also to go one step further, you're looking at the developed blasts, you know, to kind of see, okay, what kind of ramifications, if any negative ramifications, made this testing have on the specific blasts. So you're doing a cell count on top of just developed blasts, so that you can reassure.


    what you're having is not any mist toxicity or compounding toxicity that can have negative ramifications at the end product.


    Griffin Jones (06:09)

    And so is it that some of them don't even have that testing or they just have different thresholds for what's acceptable?


    Robert Mendola, PhD, HCLD (06:17)

    They have a limited testing. So in other words, if they just meet the blastocyst development, then that's, we're good and clear check. And so therefore, you know, continue the process. But even if you have a blastocyst as much as we see in our IVF centers, you have different quality blastocysts. So you want to make sure that the testing you're seeing is at the highest quality that you're not having any negative ramifications that impeding the development. So you're having less cell development.


    ⁓ And so that, you know, having that higher standards, I think would kind of hold these companies to a higher standard of testing.


    Griffin Jones (06:56)

    What do you think, Michael, what do you think is the biggest missing piece in terms of quality assurance or something that is controversial that you're not totally satisfied with yet?


    Michael Baker (07:08)

    Well, as I'm thinking about that question, just looking back at the multitude of laboratories that I've touched across the years and just seeing the variations between each lab and what they're looking for when I arrive, both in terms of internal quality control but also external. We have a lot of


    trust that just has to be in the partnership between us and our.


    suppliers. If there's just not a capacity to be retesting at the highest levels once we get a product in, that certificate of analysis needs to be reliable. I've seen a lot of corrective actions put into place that respond to some poor event internally that we are going to begin


    more testing, more busy work. I'm trying to hold the suppliers accountable so that they come to us with their corrective actions and asking them, what have you done to prevent that from happening again? And they all have put heavy investments into their quality improvement over the past several years. And I...


    look forward to hopefully a decreased frequency of negative media tension that draws the public eye where we really want to demonstrate our commitment to excellence.


    Griffin Jones (08:44)

    I want to make sure that I understand the retesting. So are you saying that a product comes in, it has a certificate of analysis from the supplier and then you all are retesting it? Am I understanding that correctly?


    Michael Baker (08:56)

    That's going to vary widely from lab to lab, but some lab directors would respond to a ⁓ quality event by trying to solve that internally. So bringing in mouse embryo testing or sperm survival testing into the laboratory where our embryologists are hard pressed for time already, and we need to be focused on taking care of our patients' embryos.


    It's concerning when we feel like we have to take on that burden of ensuring the vendors' consistent, reliable products.


    Griffin Jones (09:33)

    What are those quality events that trigger that? Is that only when you hear about some kind of recall or when an incident happens or if you're noticing some sort of inexplicable dip in your numbers or is it something that you do routinely?


    Michael Baker (09:47)

    In my my moderate tenure, I've fortunately arrived onto the scene after the fact of most of the horror stories that happened decades in the past as we were trying to learn these lessons the hard way.


    If there was a problem with oil or culture media, it's going to first show up in the statistics that we're monitoring consistently, but then it will be disclosed to patients. It will be possibly picked up on a national level.


    when those things have happened in recent memory, it's just, what is the level of response necessary to protect the patients from that type of repeating incident?


    Robert Mendola, PhD, HCLD (10:36)

    Michael said, you you want to test even in-house these medias and consumables that you use. there's an importance, an extreme importance to that to not even just solely rely on the commercial, you know, testing and the passing grade or whatnot. So any kind of consumable, any kind of media that comes in,


    And this is, as Michael said, it's tougher with the smaller programs, even in a big program, there's such an importance to testing all of these end products to make sure that there's no toxicity, there's no potential ramifications, negative ramifications on our patients' outcomes. So we test all our medias, all our consumables. We have a central quality control center that does all this testing, testing each lot prior to a circulation within the IVF center.


    because that gives the reassurance that you're not relying solely on these companies that, as I said before, don't have the universal standards. So we take it upon ourselves to do that reassurance to make sure that there's no negative ramifications on our patients. And I think that's a priority and it should be a priority to the centers out there because you have to have that reassurance to make sure that there's no unforeseen toxicity. look, they test it in-house when they're


    production during production, but you have transport, you have things that take place much further after that, that could have some negative ramifications so that when the end product comes, before we put it into circulation, we test everything to make sure we get the blessing from our quality control team to say, is good, continue use, and it's fair to use.


    Griffin Jones (12:23)

    That central quality control center that you've got Bob, is that at one place in the CCRM network or is that at each lab?


    Michael Baker (12:24)

    Yeah.


    Robert Mendola, PhD, HCLD (12:30)

    Yes.


    We well, we tried to and again, this is the benefits of a big program. We have a centrally located quality control lab, so they test all lots of any consumable. They test all lots of any potential media that's going to go into circulation. So we buy in bulk so that all of our networks can use that same specific lot. But it's not in use until they give the go ahead to say, look at we tested above and beyond.


    what the restrictions are on the company itself. And again, that gives us the reassurance that there's no end product concerns from production that we can see and that we get to go ahead and have the best quality that we can have for our patients.


    Michael Baker (13:14)

    Yeah, we've also identified that strategy again to let the embryologists focus on the embryos. Finding ways to do annual lot holds of your consumables and be able to test that is going to provide immense efficiency in a multi network or multi location network.


    Still a lot of independent shops out there though and...


    there are third party vendors that are taking that upon themselves for those small practices and they will test things beyond the certificate of analysis as well. you get that security of, of that secondary test one way or the other.


    Griffin Jones (14:03)

    Michael, are you calling for retesting to be done by the supplier and if so outside of quality events?


    Michael Baker (14:12)

    I'm calling for the quality management of the suppliers to be best in class.


    Outsourcing of quality control testing has its pros and cons, but having it in-house, yet independent, having it...


    not influenced by the overarching business concerns, we'll be able to hopefully meet a higher standard than sending it off to some testing facility that's outside of your oversight altogether.


    Robert Mendola, PhD, HCLD (14:49)

    I agree with Michael and I think that, you know, we would like to see a higher standard of testing that we cannot do in-house. So in other words, we can do the human sperm bioassay, we can do our own mouse, assay as well, but we want to see above and beyond so that they're reassuring everything that they're putting out there is of the highest quality. So to do the confocal microscopy staining where they're counting cells, to do...


    you know, high end stuff that we can't do in-house, even if it comes to, you know, even the future of a transcriptome or a genomic, you know, profile of these medias and impact on cells. And that's kind of what we would like to see from these companies to hold them at the highest standards to kind of say, look it, we're doing this above and beyond what you could even see in your lab. And we are reassuring that it's of the highest quality, which we would love to see from these companies.


    Griffin Jones (15:41)

    Are any of them doing that right now, Bob?


    Robert Mendola, PhD, HCLD (15:45)

    I do know that Vitrolife in particular for their oil, they test that with the highest standards. And I do know that they kind of do the mouse embryo assay, counting the cells on top of just blast development. So they go one step further and they do the confocal microscopy, the staining to kind of determine how many cells develop as well as just blast development for their oil production, I know for sure. So.


    That's a reassurance that, you know, okay, they're going above and beyond that what we can do in house, you know, that that gives you a better reassurance on the quality of their product. So.


    Griffin Jones (16:22)

    So when I asked this question, you're getting it from somebody who was a D student in high school biology. So I am hearing that media isn't just media and that in this day and age that we're in of everybody's got to do cost control. Everybody has to watch the PNL closely. and there are different pressures, but it sounds like


    that maybe that's not a commodity that's just, it's just toothpaste, who cares? Can you tell me more about what the consequences are like when you don't have that rigor of quality control?


    Robert Mendola, PhD, HCLD (17:00)

    ⁓ Yes, so I mean with the quality control of the commercial company itself you want the highest and the highest standards After that, of course, you still want to do your quality control in your own particular network and then on top of that you want to have a quality control of your particular lab to make sure all the parameters are in place and this is the most important stuff checking the pH is checking the temperature checking osmolality


    checking oxygen content. we look at those parameters to make sure, yes, okay, so the media is reassured that it's fine. We do our bioassays to make sure it's to be in use, but then we got to maintain that. And that's when the everyday quality control is of the utmost importance, you know, so that we're monitoring our pH, we're monitoring our temperatures to make sure that these medias are at the proper levels for our best case scenario and offer our best success.


    And when you look at the specific medias, okay, yes, you have different medias, you know, and IVF media has seen significant advancement over the past three decades, you know, and you have different medias that some people would choose for their own potential reasons for, whether it's time-lapse for extended culture, whatever that kind of pertains to your own specific procedures and protocols to give you the best potential patient outcome. But it takes the quality control program to make sure each specific media


    is held at the proper levels because without the proper levels you can have significant implications on embryo development, know, genetic disposition. You could promote possible, you know, negative ramifications if you're not maintaining that. So depending on even which media you choose, you have to set your incubators for the right levels to make sure that the proper pH is maintained. So like I just mentioned, vitriolife, they're a little bit more basic in media.


    So the CO2 level of your incubator would be around six or 6.5 to maintain that pH of 7.26 to 7.3. If you use Cooper Surgical Sage One Step, that's a little more acidic. So your pH then, or your CO2 levels in your incubator will only have to be around five to 5.3. And again, the constant everyday QC checks is of the utmost importance because you're testing specifically to your location, your incubator settings.


    the proper levels for your patients.


    Griffin Jones (19:24)

    You said Michael, that you want to see first in class quality control. And I know that you will go to different companies, different products, different solutions for that across the lab. if this, if these guys have got the best witnessing system, that's where you're going. If this company over here has got the best incubator, that's where you're going. the, and so, and, and I like to see that because I, I,


    it to me, it shows me that the lab director is making the decision. And I worry that as more capital risk firms consolidate more of the marketplace, that just those types of decisions will start to get taken out of people like yours hands. And not that people are going to be negligent, but


    just that they'll say, okay, yeah, one person can kind of make these decisions across the board and, and not have somebody in the lab being able to have the autonomy to say, no, I don't agree with that. I really think this is the strongest quality. Can you tell us about what control you think is really, really important for the lab director to retain at the local level?


    Michael Baker (20:37)

    Yeah, I've been very fortunate in recent years to be afforded a significant amount of local autonomy for making those decisions for each local laboratory. The decision of what incubator to purchase or what media to use as a network being able to negotiate preferred arrangements with


    multiple products and still giving the local lab director the Flexibility of making choices even if it's more expensive if it's justified Costs of what I spend are honestly not far from or they're they're honestly fairly far from my mind except that I want to use the


    least amount of the best product that I need to use. But without having to compromise on quality due to cost, we've been able to find those vendors that can do their part very well for our patients and we've found great success with that.


    Griffin Jones (21:41)

    The flip side of the autonomy part is standardization, because as much as I want autonomy, also would like to see some more standardization that kind of kicked off the conversation. does, how do autonomy and standardization converge well, specifically? how do you give the lab directors the appropriate autonomy, but have


    Michael Baker (21:53)

    No.


    Griffin Jones (22:09)

    the appropriate standardization so that Sally's not doing this and Rick's not doing this when it might not be in line with best practices.


    Michael Baker (22:17)

    I'll say, so you take it from daily quality control, checks of pH and equipment and gases, then you get up to your quality management and your quality assurance of your statistics, setting high benchmarks and small tolerances so that when things start to drift, that there's corrective action. Within our network, we also have a ton of support.


    So I'm not making these decisions in a vacuum. We have our laboratory steering committee that will help with the.


    identifying best practices and sharing and if everything's working exceptionally well then those choices are left alone and if there's cause for concern we've got people to ask for advice.


    Griffin Jones (23:11)

    You got lots of different suppliers that you work with and like and think are first in class in different areas. Who's first in class in consumables?


    Michael Baker (23:20)

    Consumables is a broad topic in general. ⁓ I'll give Beat Your Life credit. Early on in my directing years, I was in Denver and they invited me to their production facility with their mouse embryo assays and really built that foundation of reliability and quality. So all things culture media and...


    I'm quite a fan. When you start getting into pipette tips, dishes and micro tools, find Cooper or IVF store reliable sources of quality products and then just throw out the last big one of the big three.


    Next spring has really my trust with all things cryo with eggs and embryos. So I know I've got a broad range of ⁓ praise to give everybody and hopefully I spread the love.


    Griffin Jones (24:24)

    You know what I'm going to do some day. we started to take all of the companies on the industry side, categorize them. We've got them in 16 primary categories now, devices, AI, operations software, pharmacy, pharmaceuticals, that sort of thing. And then we're starting to build out all of the sub categories. And what I want to do eventually is be able to have our audience vote on different things of who's the best.


    who's got the best witnessing system? Who's got the best EMR? Who's got the best pharmacy? There's a lot more infrastructure that I got to build to have good sample sizes and also have the right people. I don't want to ask embryologists who the best pharmacy is. I want to ask nurses who the best culture media company is, but...


    Robert Mendola, PhD, HCLD (25:08)

    .


    Griffin Jones (25:11)

    And I would like to be able to see like if we're doing something like EMR, what's the breakdown of ⁓ doctors voted that this was the best EMR, but practice managers voted that this was the best EMR. Coming someday, fellas. Don't hold your breath because it's not tomorrow, but that's on the roadmap of our product roadmap. I'm thinking about the...


    Robert Mendola, PhD, HCLD (25:24)

    Mm-hmm.


    Griffin Jones (25:36)

    standardization, the universal standard that you started the conversation with Bob and then thinking about what Michael said about there are third party quality control centers. Could one of those third party quality control centers be the body that sets and enforces the standard or do you think it needs to be a government agency or some other kind of consumer watchdog?


    Robert Mendola, PhD, HCLD (26:03)

    I don't know about government. mean, it may be that, know, again, I'm not huge into the whole government, you know, know, enforcing that I think it comes from the demand of the IVF centers themselves, as if, you know, one, as you were talking about all these different companies that set the standard or set, you know, here's number one, here's number two.


    I think if you have those specific centers set the pace to say, look at what we're doing for you, lab directors and IVF centers. We're taking care of and making sure, we're reassuring there's no toxicity, there's no negative ramifications because we're doing X, Y, and Z tests way above from what you could even look at. So that gives us the reassurance that, okay, then that's a priority if that fits in our mold of what we're using.


    that I would like to choose that one because it's a of reassurance for us that what we're getting is of the highest quality. So I think it comes from that, that the commercial company almost advertises that look what we're doing above and beyond. And I think from that, that sets the standard that others have to kind of follow through and catch up to kind of have that as a benefit to our end users. So.


    Griffin Jones (27:20)

    So you don't think that there necessarily needs to be a watchdog? Am I understanding that correctly? That if the suppliers start competing on the different measures that you suggested, that that could be sufficient?


    Robert Mendola, PhD, HCLD (27:33)

    Yeah, yeah.


    I think that could be sufficient. I think that that could be a good advertisement for these specific companies to say, look, we're reassuring that you don't have to worry about this. And then if any, you know, you know, and avoiding any potential negative repercussions because of the lack of testing, the lack of, you know, toxicity testing. So I think that could set the standard.


    And again, of course, if necessary, then there would be some kind of mandatory standard set, universal standard. But I think that if the commercial companies use that as a tool or as an advertisement, it kind of catches our attention real fast to say, OK, that's that's something that we would like to kind of look further into or, you know, choose if we had a fair assessment from what we're choosing.


    Michael Baker (28:27)

    Yeah, I think the vendors are setting the standard. And when something slips through, as long as they identify the root cause and fill that crack, any third party middleman would still be learning lessons the hard way. And at least with our primary suppliers, they are, again, they're trying to do


    5,000 % more quality control than the embryologist, the end user can perform. And when we have that level of confidence, perhaps we don't have to start talking about, well, maybe we should do a mouse embryo assay with confocal cell counts, because if we take that on as the fertility clinic, the cost ultimately gets passed on to the patient. So we have to rely on the


    Robert Mendola, PhD, HCLD (29:19)

    Mm-hmm.


    Michael Baker (29:22)

    vendors to step up and do the highest levels of testing so that our patients are safe and they don't pay for quality twice.


    Griffin Jones (29:34)

    So the way I see it, because the vendor setting the standard and doing the policing is certainly at a minimum, it's part of it. And it may be the best policing option, by policing, simply mean enforcement of the standard and setting of standards. You've essentially got three different paths, none of which are perfect, right? Because if you have a government agency,


    there's regulatory capture all the darn time that you've got this agency that's supposed to regulate this industry. And then they capture the people have interests in that agency one way or the other, and they can mess things up in a way that that that makes the problem worse. The same thing can happen when you have private


    watchdogs, private consumer watchdogs. Look at what happened with S &P and Moody. They're not government agencies, but their financial incentives align in such a way and then they start to relax their standards a little bit. I totally see your point about the vendors being the ones that set the standards, but how do you know that they're actually fulfilling those standards because they might be using subcontractors somewhere down the road and


    And so how do you, if you do that third route where it's the supplier that is the one setting the standard, how do you know that they're actually completing what they say they are?


    Robert Mendola, PhD, HCLD (31:04)

    Well, I think that's where it comes down to even with all the bells and whistles of what they're offering and they could reassure that we're testing above and beyond and that's great, but you still are doing your own QC testing for the end product user just for that reassurance that there's no unforeseen, you know, toxicity that has occurred post-production during transport. You still come back to having that tried and true and,


    quality control program and reassurance that you need to have as the end user before you put anything into circulation for your patients.


    Griffin Jones (31:42)

    Michael, it sounds like from what you're describing that that level of quality control, both at the network level and the IVF lab level right now isn't just being the last line of defense and maybe it should really be the last line of defense as opposed to picking up the slack. Sounds like there's a lot of slack being picked up right now. Am I understanding that correctly?


    Michael Baker (32:06)

    with the careful selection of high quality vendors, I don't feel like we are having to pick up the slack. If your decisions are being motivated by financial profitability, then you may need to play better defense, but the cost is gonna get paid one way or the other. We have taken the approach of really


    Asking the hard questions of our vendors, wanting to see their evidence of compliance and improvement, learning about their ISO certifications and their external inspections and everything they're doing to, well, hopefully that we're seeing vendors bring their quality control more in-house so that they're not reliant on external.


    third-party testing that, I mean, it's not just about quality. When you start getting into those relationships, then we've got supply chain disruptions, and that is equally impactful to a fertility laboratory. They need to be ⁓ in full control over those pipelines and get rapid feedback and have very high degrees of transparency with the end user.


    so that we can share mild alerts across their user base and that transparency builds up trust and confidence as well.


    Griffin Jones (33:36)

    Dumb question, does every consumable in the IVF lab need to be FDA approved? Every pipette, every media, every oil?


    Michael Baker (33:47)

    There, so like a freeze and a thaw kit will have FDA approval. Things that are sort of nourishing and growing human embryos, those get FDA approval. Some of the plasticware and consumables, they'll have the bioassay testing and all of the quality control, but there's some generic supplies that have


    have not been brought forth to the FDA, suppose. correct me if I'm wrong, anything that's not FDA approved for use goes through validations and approval by the lab.


    Robert Mendola, PhD, HCLD (34:34)

    That's


    Griffin Jones (34:35)

    So with, would that be an issue with the generics? Because I wonder with lab, every lab director hates the whole process of getting an FDA audit. It's, I say if you, the quickest way to ruin a lab director, practice director, medical directors month is to get these endless FDA audits and these surprise things. And, you're always really trying to follow the checklist.


    to the letter, but would it be, could it be something that is negative in an FDA audit or exposes you to more risk if you had some generics that weren't FDA approved?


    Robert Mendola, PhD, HCLD (35:14)

    I don't even know necessarily FDA approved, but again, like Michael said, has to have the bioassays has to have the testing done for reassurance that it can be used with human material, you know. So that has to be first and foremost before you can use it, you know, for human material. So that all of those restrictions are, you know, carefully weighed and analyzed before you're choosing which


    potential consumable you're using in your lab. So aside of that, once those are tried and true and acceptable, then you're looking into the further quality control testing of this material just for the reassurance, you know, for use for these patients.


    Michael Baker (35:56)

    It's probably a fairly frequent misconception of the FDA audit though. The FDA comes in looking for


    compliance in protecting recipients of donor tissue from infectious disease. Many of them do start asking about things inside of the laboratory, but specifically the purviews on third party infectious disease control.


    Robert Mendola, PhD, HCLD (36:22)

    or donor material and such.


    Griffin Jones (36:24)

    Michael, you were talking a bit about supply chain and how critical that is. Are there other instances where the quality of a product affects the workflow of your embryologists?


    Michael Baker (36:38)

    Outside of the reliable delivery of routine scheduled shipments and the ability to count on having the supplies, that's some of the most disruptive stuff in the laboratory. It turns a normal day into a little bit of adventure and troubleshooting, trying to...


    figure out what the solution is going to be when a vendor falls short of getting you what you need in a timely basis. But we try to have three months supply of stock and have safety nets to our safety nets.


    mean, sometimes there's micro tools that we have to discard and that requires a little bit more time to set up if we're catching imperfect products before use. But yeah, I just love to not have to worry about the next COVID emergency disrupting supply chains and all the chaos that came with that.


    Griffin Jones (37:44)

    I think we'd all need higher pay grades to prevent all of that. Can either of you think of instances where you saw an immediate difference that maybe you weren't even expecting when you switched products or when you found that, wow, there was something that really kind of impacted our success rates from just changing something that you were using?


    Robert Mendola, PhD, HCLD (37:48)

    for having.


    We've so in the past we've seen, you know, certain consumables that pass the MEA test that show doesn't pass our QC, you know, and that goes to some specific catheters that we saw prior that we had to do our own QC. So that's one way how it impact workflow because now it sets into standard of, okay, now we're expecting this could be a potential concern.


    So now we have to make sure we focus on this and have our QC specific for these particular consumables, catheters and such to assure that that's not gonna happen and take place. that again is the imperative benefits of having your own internal QCs just to kind of catch that, that the production, the commercial company is not catching because


    even though they passed their MEA for whatever testing they did, it didn't pass our end user bioassay. So that is one instance. So that's one particular consumable example. We've just from our quality control, of course, making sure pH is the utmost importance and temperature.


    You know, we've seen, you know, just doing a quality control of our temperature in the hood. Of course, you want to make sure that the temperature is set so that, you know, whatever your culture drop is in the dish is reading the correct temperature, you know. So a lot of times looking at the digital reading of your hood, even if it's at 70, 37 degrees in the dish itself, you know, the best thing to do would be test the culture drops in your dishes on the hood.


    because you might have to bump up the temperature a little bit on that hood to get the proper reading for what you want to have your temperature dishes in. One thing of concern, and I found this in the past, that there's a lot of centers out there that use bell jars in their laminar flow hoods. And the bell jar is basically a little bell jar that's connected to the gas tube. So if you're using bicarbonate media, you want to maintain the pH in that hood.


    So a lot of people put a bell jar that's connected to a gas supply and they cover their dishes in that process. Well, the concern is with that, that you're putting the bell jar on these cultured dishes. You're maintaining the pH, but you have to be concerned about the temperature. Because what you're doing is you're preventing the flow from the laminar flow hood and you're actually increasing the temperature of your dishes to a significant concern.


    So anyone who's out there using bell jars, I would have to say refrain from, or even do your own internal QC check of that, where you're not having any negative ramifications on your potential culture dishes underneath that bell jar. So that's one thing I'd like to share.


    Griffin Jones (41:03)

    Are they that problematic where people just shouldn't be using them?


    Michael Baker (41:04)

    And so.


    Robert Mendola, PhD, HCLD (41:08)

    Yeah, we don't use it at all. And we kind of cease and desist, you know, it's our protocols are moving, you know, of the culture dishes are timely enough that you're not sitting it on the hood, you know, trying to regulate in the hood, you know, that specific gas, you know, co2 levels. So that's kind of like, yeah, so we kind of do not use those whatsoever. ⁓


    Griffin Jones (41:32)

    Are some people


    still using them? And if so, why?


    Robert Mendola, PhD, HCLD (41:37)

    because they're not looking at that potential concern, you know, possibly, you know, so that's, that's, that's correct. So that's why yes, public service announcement for all the centers out there.


    Griffin Jones (41:42)

    Because they haven't listened to this podcast episode, and then once they do...


    Michael Baker (41:53)

    Well, for as frequently as we're checking on our KPIs, our FERT rates, our BLAST rates, our pregnancy rates, and we're trying to maintain consistent excellence and for any fluctuations, we're going to investigate. And when you were asking for examples,


    there was an unexpected increase in success rates and we investigated that just the same to try to figure out was that a change in media lot or a oil lot or anything else on the clinical side, on the lab side.


    Griffin Jones (42:28)

    What did you find?


    Michael Baker (42:30)

    I honestly, the most recent improvements in laboratory success rates that I have been fortunate to participate in was I concluded that over the course of a year, the simplifying of process and letting the embryologists focus on what they do best. They take care of embryos. They have the utmost respect for daily quality control.


    and letting them focus in on that work without causing inefficient communications and busy work. That was a really nice lesson to learn.


    Griffin Jones (43:10)

    I do an entire episode about that. Speaking of other embryologists at the local level, how do you distribute quality control? Because of course you might have somebody trained to do the testing, but at some level, everyone in the lab is responsible for quality control. How do you train young embryologists, not just young embryologists or new embryologists, everyone, but how do you train them and what do want them looking for?


    Robert Mendola, PhD, HCLD (43:39)

    You want to instill in even in your youngest embryologist, even your lab assistants, just the science behind of what you're doing, what you're trying to prevent, you know, any negative ramification on subsequent development. So when you kind of are showing someone, don't just say, okay, do the dish prep for tomorrow. But if you kind of instill in them why it's important to move fast, why it's important to not do.


    30 dishes at one time and have the media, you know, to air where it's kind of, you know, evaporating and you're changing the osmolality. You want to instill in them the importance of what kind of ramifications that, you know, protocol that purpose that job task.


    how can have significant ramifications from that day forward? So it's like, and a lot of times when we have our youngest, you know, we have them do the dish prep, because it's like, that's the first thing you can do, we do the dish prep. But if you don't instill in them, you know, the importance of that, you know, doing it properly, making sure that, you know, you're not having evaporation of your small culture drops where you're making one dish at a time or, you know, a couple of dishes, getting that oil overlay on their fast to avoid.


    any shift in osmolality. That is such importance. And I think that that needs to be portrayed by the lab directors and senior embryologists to instill in them, you know, what's going on? What's the science behind this? And why is this important? And how this can impact, you know, significantly day five or day six of this embryo development and so on. So that's kind of important in the quality control.


    Michael Baker (45:09)

    It comes down to education and opening their eyes, not just showing them what to do every morning at 6 a.m., but making them realize how important it is. And exactly as Bob was saying about the embryologists making dishes, doesn't take any fine motor skills, no familiarity with a biopsy microscope. It's something that can be learned quickly.


    but it has some of the highest levels of impact on our.


    overall success. That dish is going to take care of those embryos for five, six, seven days and starts from the very beginning. ⁓


    Griffin Jones (45:52)

    You've both suggested multiple things that suppliers and labs can do to improve quality across the supply chain. If we turned on the Inside Reproductive Health Jedi mind control frequency in this episode that the suppliers had to do one thing that you say, and they have to do it. What one thing are you each picking?


    Robert Mendola, PhD, HCLD (46:19)

    I would pick the higher standards of MEA testing. So I would select, set a standard where it increases that need for the universal standard so that you're looking at more than just blast development, you're looking at the specific cell development in that blast. So you're looking at more specifics and have that transparency so that


    It could kind of then filter down to more confidence on the end user to assure there's no toxicity in what we're purchasing from them.


    Michael Baker (46:48)

    for something that is it would take a Jedi mind trick to pull off but I would ask for complete open transparency to their quality logs I'd love to be able to know the frequency of their products failing their own tests and what


    corrective actions they've put into place for things we will never hear about ⁓ because it's on the, it's entirely under their roof, but the frequency of failures is a major leading indicator for when the stars align and some.


    something manages to escape from their control. And so I think I'd ask for that level of insight into quality management.


    Griffin Jones (47:35)

    For all you lab and device, lab device and supply companies out there, you just got an hour of free consulting from Dr. Mendola and Dr. Baker. They told you exactly how you can improve your market share and sell a lot more products. So I hope they, I hope they take your advice gentlemen, and I appreciate you sharing these insights. And I also think that you painted attention for other topics that we'll cover in depth in the future and hopefully with each of you coming back onto the program. Thank you so much for joining me.

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Dr. Robert Mendola
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269 Why Clinicians Are Struggling. Dr. Alice Domar

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


How are clinicians doing?

Patients are expecting more, offering less gratitude, and leaving negative reviews faster than ever. Sound familiar?

Dr. Alice Domar, Chief Compassion Officer at Inception, talks about the emotional toll of working in reproductive medicine and what can be done about it.

Dr. Domar shares:

– Practical strategies for burnout prevention

– The one small intervention proven to improve patient retention

– Results from three psychosocial trials currently underway at Inception

– The patient traits most predictive of treatment dropout

– How Inception Fertility supports providers through empathic communication training

- What needs to change to better support frontline fertility professionals.


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  • Alice D. Domar, Ph.D (00:00)

    Patients now are very different than patients from 30 years ago. they expect way more of the staff. They are more demanding, they're more critical, And so people who work with these patients feel enormous pressure to meet the needs of the patients and that falls on the physicians and the nurses and the whole team. And so people are really stressed.

    Griffin Jones (00:31)

    How are clinicians doing? Patients are expecting more from their clinical teams than ever. They are quicker to leave scathing reviews and they offer fewer tokens of gratitude than they did in the past, according to my guest. Does that sound familiar? Dr. Alice Domar is back on the program to share what can be done, like burnout prevention, like one tiny little intervention that increases patient retention, three psychosocial trials that she's running right now at the Inception Research Institute, and how Inception and the research institute give her so much free rein to be able to conduct research that helps improve patients converting to treatment and their engagement and their satisfaction and the same for clinicians. talks about characteristics of patients who are more likely to drop out of treatment, cool things that Inception does to support their providers and patients like empathic communication training for clinicians and giving every patient who wants one a copy of Dr. Domar's recently updated book, Conquering Infertility.

    During this interview I zigzag between the challenges providers have and the challenges patients have and I think Dr. Domar shows how these issues are interwoven. She also talks about why embryologists face an even greater level of stress and anxiety and the average tenure of a fertility nurse has been cut in half from four years to two years.

    Ali got me fired up about fertility nurses. promise we'll tackle more issues in 2026 that are issues for fertility nurses. There are times when nurses are completely ignored and I'm fed up with it. Enjoy this conversation with Ali Domar as she sets the stage for why.

    Alice D. Domar, Ph.D (03:11)

    I'm the chief compassion officer at Inception. And so I feel like I'm responsible, not just for patients, but for our employees. And it's hard. You know, I think, I know patients now are very different than patients from 30 years ago. They seem to be, they expect way more of the staff.


    They are more demanding, they're more critical, they post negative reviews on social media. And so people who work with these patients feel enormous pressure to meet the needs of the patients at the time where, you know, everyone's worried about volume and everyone's worried about, you know, meeting the numbers and that falls on the physicians and the nurses and the whole team. And so people are really stressed.


    Griffin Jones (03:58)

    On any given night, who are you more concerned about, patients or clinicians?


    Alice D. Domar, Ph.D (04:03)

    Yes.


    Well, you I'm a psychologist and so, you know, I always feel for patients because infertility is such a traumatic journey. But I'm shocked at least on a weekly basis at how patients treat, you know, nurses and doctors and front desk staff and phlebotomists and ultrasound techs. I mean, the lack of respect, the raised voices, the swearing.


    And again, probably 90 % of patients are wonderful, but it's the 10 % that make people think about leaving.


    Griffin Jones (04:38)

    And so it seems like there's been more of this in the last 30 years. They expect more of clinicians. Is there anything that can be done about that? Is any of your research come across things that can proactively address those? will we end up talking a little bit about that today? And if not, is there anything that can be done about that?


    Alice D. Domar, Ph.D (05:00)

    Well, you know, there is such a thing as burnout prevention and you Liz Grill, who's my work wife, she and I once a year do a, on a cruise ship, a burnout prevention course for healthcare professionals. So the one we're doing in 2026 is a cruise from Athens to two islands and then 48 hours in Cairo. And so we actually have an opportunity with mostly physicians, some nurses, cetera.


    to actually do hands-on experiential burnout prevention strategies. But that's what I do with all the Prelude Clinic staff. I do a lot of what we call stress lunches, where I try very hard to give them a sense of what patients are going through and talk about how hard infertility is. And a lot of people don't really think about what patients are going through in terms of, the patient may be nasty to you today. And it's because last night her little sister called and said she was pregnant by accident.


    which for an infertility patient is very traumatizing. And so I think it's really important for everyone who works in the field to understand psychologically what our patients are experiencing and all their triggers. But yeah, I teach, we teach relaxation techniques and stress management techniques and communication strategies and how to use these apps to, for example, we got the app company, Calm,


    to give us a deal so that every inception employee not only has access to calm, but five of their family members do too. And so I encourage everyone to do some form of relaxation every day or to use them when a patient pushes your button, which happens to a lot of people all the time. But it was interesting, I was in Australia a month ago for their annual, the Australian New Zealand annual meeting. And there was a lecture.


    but I got to a little late because I'm on crutches after knee surgery. And it's by a psychologist in Australia named Elizabeth Bancroft, who herself is autistic. And she specializes in working with infertility patients who are on the spectrum and or have ADHD. And she presented all this data on the fact that for women on the spectrum, the prevalence of endometriosis and or PCOS is much higher in that population. And patients who are on the spectrum


    handle infertility treatment very differently and they really need in effect special care and their dropout rates are high. And I'm listening to this lecture and I was gobsmacked because in my 37 years in the field, I never really thought about how do women on the spectrum handle this. And I wonder if those are the patients that we see as red flags because they don't interpret things the same.


    as women who are not on the spectrum. And so things like fluorescent lighting or a noise in the waiting room may really bother them. And the average nurse or physician may not understand that.


    Griffin Jones (08:01)

    What's the relation between the population on the spectrum and the population with ADHD? I would generally think those are two very different populations, but do they have commonalities?


    Alice D. Domar, Ph.D (08:12)

    they do have some commonalities. And in fact, so since I got back from Australia, I've been communicating with Dr. Bancroft and another colleague of hers, because what I want to do is she has a 40 item questionnaire to basically identify triggers for women on the spectrum and or women with ADHD to see if they need and she's developed a program to meet the needs of these patients. And she has a 0 % dropout rate from treatment and women who go through her program and


    what I want to do and I'm trying to do now is take her 40 item questionnaire, which is way too long, and collapse it into maybe a six item entity that we can give to new patients to know if they have certain sensitivities that the team needs to know about. You know, maybe a little extra TLC, maybe dim the lights, you know, things like that, which will meet the needs of those patients and allow them


    to withstand the rigors of treatment and so they can stay in treatment until they have a baby. That's one of my big goals right now.


    Griffin Jones (09:18)

    that really would be something that you might be able to prevent some of the backlash that comes from patients who are having a really hard time. If you could get ahead of knowing that there are some particular preferences that maybe are beyond just preferences that if they're accounted for, you get less of that backlash later on. you...


    Alice D. Domar, Ph.D (09:41)

    It's sort of prophylactic.


    If we know a patient has sensitivities from their patient questionnaire, we can hopefully at least know about them ahead of time. And so they don't get triggered and they stay in treatment. I mean, the other big thing I've been working on is to try to, you know, I've been doing this for 12 years to try to figure out which patients are at highest risk of dropping out and what can we do to support them better and keep them in treatment until they get pregnant.


    Griffin Jones (10:10)

    Tell us about recent studies that you've done or as recent as you're able to talk about and what characteristics are patients most likely to have that are likely to drop out?


    Alice D. Domar, Ph.D (10:22)

    So I was invited about a year ago by the journal Human Reproduction to write a lit review on psychological interventions to reduce dropout rates. And I thought that'd be, you know, I was very happy to be invited and I did it with one of my interns who was a college student. And this poor kid spent hours and hours and hours and hours hours researching, trying to find any published research other than mine.


    on how to prevent or what psychological inventions and they're literally two published studies and those are mine. So either people are not adequately paying attention or people, I don't know why. So the first study we did was, we did it with Jackie Boyvin and it was supported by what's now called Organon. And we recruited, I think it was 240 women, I think anyway, who were about to do their first IVF cycle.


    half of them randomly were mailed a stress management packet and had relaxation strategies and cognitive strategies, et cetera, et cetera. And the other half randomly were not mailed that packet. We had no contact with them whatsoever for a year. And then at the end of the year, we looked at the dropout rates. So we never, we didn't know if the women received the packet. We didn't know if they opened the packet. We didn't know if they used the packet, but their dropout rates were 67 % less in the control group.


    and they were less anxious and their quality of life was better and they cope much better with treatment. So we published that study and nobody asked us for a copy of that stress management packet. And here, you you could, you know, you would think that any clinic in the world would use say, wow, this packet costs $12. And nowadays you could probably make it all available electronically. So it would probably not cost anything.


    And you can reduce dropout rates by 67%. You think that's a gold mine. And then we published another study, I don't know, maybe a year or two ago, where we looked at patients who had had their new patient consult and never came back. And we, three months later, sent them an email saying, hey, we just want to know why you didn't come back. And is there anything we could have done to support you to come back? Sending that email statistically increased their chances of coming back.


    doesn't cost anything to send an email. You can do it automatically. So what those two studies showed, there's almost these tiny interventions dramatically increase retention.


    Griffin Jones (12:48)

    How much more likely were they to come back if they received that email?


    Alice D. Domar, Ph.D (12:53)

    I think it was 41 % versus, I mean 42 % versus 31%. I think there was an 11 % difference. I don't have the, you think I should have my own stats on my own head, but I'm too old to have my own stats on my own head. It was hugely significant.


    Griffin Jones (13:06)

    Yeah, but that's, yeah, it's pretty significant. And so that means


    you're converting a quarter more of your patients in that case. And we saw something similar. When we were helping clinics with marketing, we would help them a little bit with conversion. And that was one of the things that we found is that if you set up an email sequence and reach out to those patients, you will convert more of them just by touching base with them. And it can be a really low cost.


    Alice D. Domar, Ph.D (13:14)

    Yeah. Yeah.


    Mm-hmm.


    Griffin Jones (13:35)

    intervention from


    Alice D. Domar, Ph.D (13:35)

    Yeah. Well, every clinic in this country or every, every


    clinic everywhere is hemorrhaging patients because you know, it takes a lot of time and effort to get the patient in the door and then they drop out. And, know, again, from a psychological point of view, someone who has infertility has been trying for a year or two is probably unlikely to spontaneously conceive at that point, which means if they drop out, they're unlikely to become a biological parent.


    And if they're dropping out because of stress, is, know, obviously money is the number one reason people drop out. But the number two reason globally for insured patients is stress, which means we're not doing a good enough job. If patients are dropping out because they're simply too stressed to continue, we're not doing our job.


    Griffin Jones (14:21)

    Last I spoke with you, clinics weren't doing the best job of measuring their dropout. Has that gotten any better as networks are really focused on their patient pipelines? they measuring more now, patient dropout?


    Alice D. Domar, Ph.D (14:35)

    Yeah, well, because EMR makes


    it much easier. So it's much easier. You can push a button and know what your dropout rates are. If you have someone who's able to do that kind of data analysis. It's huge. Dropout rates are huge. And it's global. It's not just in the US.


    Griffin Jones (14:50)

    did you vary the email at all? like, experiment with this copy versus that copy?


    Alice D. Domar, Ph.D (14:56)

    mean, the funny thing was it started out as just, I wanted to know why. You know, is it because you got pregnant? Is it because you didn't like the center? Is it you didn't like the doctor? Is it, you know, and then we added a paragraph at the end saying, there's anything we can do to better support you, please, and we gave a person's name and a phone number. And so we did that for, I think, five months. My research assistant at the time sent the email and then she had the audacity to get pregnant and went on maternity leave.


    So for three months, we didn't send the email. And when she came back, I said, huh, I wonder what our dropout rate was when we sent the email versus when we didn't send the email. And that's how we got that data. So it ended up being a publishable quote unquote study, but it didn't start that way. It started as me trying to figure out why patients were dropping out.


    Griffin Jones (15:43)

    In either of those studies or any others, did you find characteristics of patients that were more likely to drop out? College educated women are more or less likely or from this type of background, can you tell us the characteristics of the profile of patients who are more likely to discontinue treatment?


    Alice D. Domar, Ph.D (15:53)

    Less likely.


    So we didn't look at it in that study, and I have not done the research, but there's been a ton of research out of Europe where there, think there are 10 different characteristics that in effect predict dropout rates. And the ones I'm most interested in are being depressed, which more than half our patients are, having inadequate partner support. Ironically, one study out of France showed the more frozen embryos, the more likely they were to drop out.


    which is counterintuitive because the more frozen embryos one has, the more likely one is to get pregnant. There are a lot of different, you know, the older, you know, if a patient in her 40s is more likely to drop out than somebody in their late 20s or early 30s, we actually did a study on that. So there is a relationship between age and there's a relationship between prognosis. Then you have patients who have, you know, extremely low AMHs and their physician has said, give up. Yeah, they're likely to drop out. But the ones that we can change.


    We can change depression levels. Hopefully we can change partner support. We can't change education level, et cetera, et cetera, but we can change the psychological one.


    Griffin Jones (17:07)

    That's interesting to me about partner support. was an article in Inside Reproductive Health recently, a company called Q Engage that that they help with a number of different things. And one of them has to do with online reputation management. And they looked at negative reviews and a lot of it had to do with how the partner was engaged or not engaged and to hear inadequate partner support being a factor in dropout. Well, there's some of that


    that you can't control, right? But there might be, you can't change if the partner's a jerk, but you might be able to extrapolate some of that to say that, an engaged partner may be able to help more than a non-engaged partner.


    Alice D. Domar, Ph.D (17:39)

    No, if the partner's a jerk, you can't change.


    Absolutely. mean, as I said, the frustrating part is there are some things you can change that people are not changing. And actually, when I was doing that research, excuse me, I interviewed about 250 patients who were fully insured. this was in Massachusetts where people have six IVF cycles covered. And these were patients who had insurance and dropped out before getting pregnant, before using their insurance. And so we actually interviewed them.


    And every single one said it was a communication issue with either their physician or their nurse or their team, and they just couldn't handle the stress. And that led to me starting to do empathy training. And so I've been bopping around the country training our physicians in empathic communication. And so in fact, Ferrin has been sponsoring these dinners where I go to any of the prelude clinics and we have a nice dinner.


    And then it's actually fun because I explain all the science about empathic communication and I, you know, go through how to actually communicate empathically. And then I have 14 vignettes on the hardest conversations an ARIA ever has. You know, there's no heartbeat on your ultrasound or, you know, your AMH is too low or an employee is not doing a good job or a nurse has made a mistake. And so they role play. So the physicians either play themselves or the patient or the nurse and


    the ones who are playing the physician, you know, communicates this to the quote unquote patient. And then I criticize them. I literally stand behind them and they do their thing. And I'm like, okay, that was good, but maybe you could try it this way. And this had a really good impact. I've gotten some really nice emails from our docs saying, wow, you know, you're right. This really does work.


    Griffin Jones (19:33)

    and they do it right there at dinner.


    Alice D. Domar, Ph.D (19:35)

    Yeah, they roleplay at dinner.


    Griffin Jones (19:37)

    Do you find them doing things in the role play that you see patients comment about?


    Alice D. Domar, Ph.D (19:44)

    Yeah. Again, these are really tough conversations. How do you tell a patient she's got to lose weight? Or how do you tell a couple that they're severe malfact or infertility? These are the 14 toughest conversations. There are a lot of physicians who do a really good job. In fact, what we ended up doing just to really get the message across is we


    went to two of our physicians who are just really good communicators and we have the six hardest conversations. And so had these two physicians with like fake patients or fake nurses. So we videotaped this and we had them do it badly as a not to do. And then we had them do it well as a this. So that's to train our younger physicians and how to have these conversations. And that's really helpful because in a med school and residency and fellowship, there's not


    any really specific training on empathic communication. And a few years ago, one of our fellows actually did his fellowship research project on this, a randomized controlled trial, and found that empathic communication had a really big impact on how well patients cope.


    Griffin Jones (20:52)

    Would you recommend or recommend against setting the stage? What I mean by that is when I'm having a direct conversation with someone or if I have to broach a more difficult subject, if I set the stage that I'm going to have a direct conversation about a difficult subject with you.


    they're less offended, they're more at ease. And so if I'm a doctor, I might be saying, I'm gonna talk to you about BMI and how that impacts your prognosis and treatment plans that I recommend. Some people might think that I'm calling them skinny or fat. I would never call anyone skinny or fat. And I am only going to talk about how BMI may impact your prognosis and what I recommend. Is that okay? And so I might...


    ask something like that to disarm them at first. Would you recommend doing something like that or do you think...


    Alice D. Domar, Ph.D (21:41)

    Yeah, you'd be a great REI. You'd be a


    great REI sort of the conversation like that. I mean, the focus really needs to be on health rather than on weight. But yeah, it's good to sort of what we call an emotional segue to sort of ease into the conversation and just say, know, I wish I had, you know, if someone doesn't have a heartbeat or their IVF cycle was negative, it's like, I really wish I had better news to share with you and to give them that segue into the conversation.


    These are the conversations our physicians and nurses dread because there's a lot of bad news being delivered in our field and it's really hard. I mean, the problem with our field is our successes disappear. Once they have a good prenatal ultrasound, we don't see them again. We only see the ones who didn't succeed, who come back again and again and again, and that psychologically can feel catastrophic. So all you see are failures. You don't see the successes.


    Griffin Jones (22:39)

    So you have a TikTok account, right? Ask Allie, where patients can ask you different questions. Do you get these kinds of questions from patients that doctors would be on the other side of, or is it more of their mental health journey?


    Alice D. Domar, Ph.D (22:55)

    So I have avoided social media my entire life and it was suggested to me that I stop avoiding social media. So we just started on TikTok and Instagram or as my kids call it, the gram, me recording stuff, but also launching this Ask Allie, really about the emotional aspects of infertility, partner issues, family issues, lifestyle issues, alternative medicine issues, et cetera, et cetera.


    And so we literally just launched it a couple of days ago. So I haven't gotten questions yet, but I'm happy to answer them. It's easier to ask Allie at inceptionllc.com.


    Griffin Jones (23:30)

    Are you going to try and collect them in any way, like putting them into a spreadsheet or anything so that you could analyze them after a long period of time, put them into some kind of sample?


    Alice D. Domar, Ph.D (23:39)

    hadn't thought of that,


    I suspect the marketing department will want to do something with him.


    Griffin Jones (23:44)

    Yeah, I think that would be really interesting to see putting it into a word cloud and seeing what comes up the most. So they talk to you.


    Alice D. Domar, Ph.D (23:51)

    Yeah.


    I mean, do webinar,


    sorry, I do patient webinars once a month and people for like the last 20 minutes can ask questions. And usually there are too many questions to fit in the hours. Then I just email all the patients back. I mean, it's the questions I've been facing my whole career. How do I cope? How do I cope better? How do my partner and I cope? When do I know it's time to stop treatment or move on to donor-agor sperm?


    Griffin Jones (24:21)

    Do you find that they're asking doctors these questions or doctors telling you they're getting these sorts of questions and they don't know how to answer them?


    Alice D. Domar, Ph.D (24:30)

    They do get these questions and the ones who have been in the field for a while know how to answer them. I think for the new physicians, it's tougher because most of fellowship training is on the treatment of infertility, not the care of patients.


    Griffin Jones (24:45)

    So with the Research Institute, tell us more about what and how you do research at the Research Institute.


    Alice D. Domar, Ph.D (24:53)

    So when I got to Inception, about three and a half years ago, they had this little tiny research section and I actually brought a study with me and it was sort of decided that we were gonna really try to grow the Inception Research Institute and I got a couple psychosocial grants, but it became very apparent to me really early on that what we really wanted to do was attract pharma trials and device trials and I'm a psychologist and I can't be the PI.


    And so several years ago, I started to court my BFF, Dr. Gaurang Daftari, and tried to convince him that he would be happy if he joined the Inception Research Institute. And he did. So October 1st of last year, he came on as the Chief Scientific Officer. And so he and I sort of co-run the Inception Research Institute. I am in charge of all the psychosocial trials, and he's in charge of all the pharma and device trials.


    Not go wood, it's been incredible. We are at capacity now. We're doing these amazing studies and we're very attractive because we have one EMR across all of our clinics.


    Griffin Jones (26:01)

    Why is that important?


    Alice D. Domar, Ph.D (26:02)

    because you can effortlessly do a study and collect data across all our clinics. And so we have a grant now to do retrospective analysis and you literally push a button and you get the data from 50,000 patients.


    Griffin Jones (26:16)

    So with those two studies that you mentioned previously, were they through the research institute?


    Alice D. Domar, Ph.D (26:23)

    Yeah, all the research, no, the ones I said about the dropout, that was before I got to inception. So we basically have three psychosocial trials going on. One is with FRAME, which is the coaching support aspect. And we're doing a randomized control trial right now where patients are contacted after their new patient consult. And those who sign up to be in the study have a randomized to get FRAME for free.


    and the others are controls for three months and then the controls get framed. So we're in the midst of recruiting for that. We're also doing a FDA registry trial with Curio. So we're recruiting patients who have been told they need to do IVF and they're randomized either to use the Fertilift, which is a new online web-based cognitive behavioral platform and half a randomized not. And then we've been doing, since I got there, trials with Auto.


    which is a company in Canada, which has a device that measures 54 aspects of physiological stress. And that's, mean, all the research is exciting, but the auto stuff is cutting edge.


    Griffin Jones (27:27)

    So all three of these psychosocial trials are going on now.


    Alice D. Domar, Ph.D (27:32)

    We just finished collecting data on auto. The frame and curio are ongoing now. Auto, we presented at ASRM last year and we're in the middle, knee deep in the data analysis and we're using the biostatistics department at Queens University in Toronto because we wanted to use an impartial stats group. The results are going to be controversial. because what we would like to, what we are


    Studying is whether or not stress manifested physiologically, either through the cardiovascular system or the central nervous system, is associated with IVF failure.


    Griffin Jones (28:09)

    What can you talk about from what you published or discussed at last year's ASRM?


    Alice D. Domar, Ph.D (28:16)

    The first study we looked at was the, when I say stress levels, I'm talking about physiological stress of patients during their baseline, which was seven days before they started their IVF cycle, and then the stim cycle, so when they took medications. I remember I was at Eschery two years ago with the CEO of Auto, and he had just gotten some of the preliminary results. said, and this is a, the Auto has data from 30 years ago. They work with Navy SEALs and the NFL.


    They used to work with like the Russian Olympic teams. They had never seen stress levels like they saw in these women during the STEM phase of their cycle. And so we presented ASRM last year was comparing patients during their baseline versus their STEM phase. And it was P values that I as a researcher can only dream about. was like P is less than 0.0007. So women were extremely physiologically stressed during the STEM phase.


    Griffin Jones (29:13)

    when do you expect that you'll be able to share the, you publish the remaining results of the second phase?


    Alice D. Domar, Ph.D (29:21)

    As soon as we can get the manuscript written, we're going to have, we have three different manuscripts. So I can talk about the baseline versus STEM because we presented it. And then we have another manuscript about how we are using, not me, but Queens biostatistics guys whose IQs are three times mine, how they're using AI to create models about whether or not physiological stress can predict IVF outcomes. So that's going to be another paper. And the third one is the actual data.


    Can physiological stress predict IVF?


    Griffin Jones (29:51)

    So are we talking like this time next year or longer, a couple months or?


    Alice D. Domar, Ph.D (29:53)

    yeah i mean it better darn well


    be published within the next six months. I do have to retire at some point in my life.


    Griffin Jones (29:57)

    How about the,


    yes, well, are you gonna? Good.


    Alice D. Domar, Ph.D (30:03)

    Not for a while. I need to


    finish all this research and I have a lot more to accomplish and now I have all this autism spectrum stuff so now I'm not going to retire anytime soon. Too much to do.


    Griffin Jones (30:15)

    Yeah, we're


    giving you more rabbit holes to go down. Too many stones left unturned, Ali. We've got to keep you around for a while. I'll be interested in hearing about the results from the frame trial as well. When do you expect to be able to publish that?


    Alice D. Domar, Ph.D (30:18)

    Yeah.


    Probably a year is my guess. mean, you have to recruit patients and then they all have to go through the three months and then can collect data and finish the data analysis and then write a manuscript which has like eight co-authors on it and you rewrite and you rewrite and you rewrite and then you submit it to a journal and the first journal rejects it. So you have to go to a second journal and then the reviewers will have lots of such, it's a long process.


    Griffin Jones (30:37)

    Yeah.


    Was the research institute part of your initial charge when you came to? Inception was that part of the deal or what you came on as chief compassion officer and then you nudge TJ and say hey I want to I want to do this kind of stuff or did they come to you?


    Alice D. Domar, Ph.D (31:09)

    I mean, came on as Chief Compassion Officer and TJ and I had six goals for me. And I brought that auto study with me. So I knew I'd be doing a little bit of research and they had a research coordinator, Amber Mendoza, who's amazing. And I think when I got there, you know, as a researcher, having one EMR across all these clinics is a researcher's dream. And so I realized that I could accomplish way more.


    at Inception than I'd ever been able to do in my career. And so early on, Chris Bright, who's the president of Inception said, okay, you're the director of the Inception Research Institute. And TJ, I mean, knock on wood, TJ has never said no to me. So everything I go to him with, he's like, don't ask me, just do it. So.


    Griffin Jones (31:56)

    There's going be a lot more studies about patients with ADHD, DJ. There's a lot of different angles that you can pursue. Do you remember the six goals? Can you rattle them off?


    Alice D. Domar, Ph.D (32:01)

    Yeah.


    No. But I do


    want to say is that the Inception Research Institute within about two years of launching it had more trials registered at clinicaltrials.gov than any other network in North America, which is great because it means we're returning. The six goals, gosh, I, you know, no, I don't remember. I'm sure it's in my contract. mean, you know, obviously one was to create as many stress management programs for patients as I could.


    Number two was to create stress management programs for the staff. I wanted to put a mental health professional embedded in every practice and that's on hold right now. Maybe research, I'd have to go back and look at my contract. That was four years ago.


    Griffin Jones (32:46)

    Is it as important to have a mental health professional embedded in every practice as it was 10 years ago? Is there a lot that can be done with virtual therapy in your view, or does it really need to be in person?


    Alice D. Domar, Ph.D (33:02)

    It's a tough question, because I don't think a name has ever done a study on this, so I can't answer it. I would say that, you know, I was at Boston IVF for 20 years, and I felt like, and there was a whole team of mental health professionals that were embedded, and we didn't just offer a lot to patients by physically being there. So for example, when you're physically embedded, you know, if a patient comes in for a prenatal ultrasound and there's no heartbeat, every patient in that situation was guaranteed to see a psychologist within an hour.


    And that's an amazing thing to offer to patients. And it meant that every staff member could come and talk to us. And so I'd say when I was there, it was half patient support and half employee support. I do think right now, mean, since COVID, I have not physically seen a patient in five, what, five and a half years. Everything I do with patients is on Zoom. And we know that therapy via Zoom is just as good. And so, yeah, you know,


    and curio are both not live interventions. But there's something about a nice warm mental health professional, you know, physically being there to remind people that they're there. It's important.


    Griffin Jones (34:11)

    No one's ever done a study on it with all of these therapy apps that are out there now. You would think that someone would have done a study to see if they're as good as in person, but I guess that would be hard to control for, right? Because you have different therapists.


    Alice D. Domar, Ph.D (34:27)

    It'd very hard. you know,


    yeah. I mean, there's, there've been lots of studies comparing, you know, online interventions to in-person interventions, but not specifically that I know of with infertility patients. ⁓ I mean, to be honest, there's very little research going on in the U.S. I mean, it's, I mean, there's almost no money available to do randomized controlled trials in the U.S. I mean, the federal government, I haven't heard of any funded research. So in the U.S. there's really,


    Griffin Jones (34:39)

    okay.


    Alice D. Domar, Ph.D (34:54)

    not much going on. So one either has to rely on companies like frame and curio and the pharma companies, auto, it's tough to get funding. So, know, in Europe,


    Griffin Jones (35:04)

    But


    elsewhere in therapy there have been studies and what do those studies show?


    Alice D. Domar, Ph.D (35:09)

    yeah, yes, yes.


    The study shows that remote therapy is as good as in-person therapy. So that's why you see all these remote platforms springing up.


    Griffin Jones (35:20)

    You've updated your book Conquering Infertility recently. What's new?


    Alice D. Domar, Ph.D (35:23)

    That's so kind of to mention.


    What's new, so, you know, what's really interesting is that Inception wanted me to update it because they are now giving away free copies of Concrete and Fertility to all their patients. so I took the publisher sent me the Word document, which was written probably 25 years ago. And my assignment was to update it. And clearly there was a fair amount of medical stuff. mean, in the first, in the original version, there's


    all this talk about having a high FSH, which obviously converts into low FSH. And there had to be updates about PGT and all the other medical stuff. And I added a lot more content on LGBTQ and I changed all the pronouns. when we read the book originally, it was really meant for heterosexual couples and we had to make it much more broad. But the emotional stuff hasn't changed.


    I mean, you had to change names, because names that were popular 25 years ago are not popular now. And so I had to look up popular names from like 30 to 35 years ago. But no, the emotional stuff, I mean, I have a small private practice, so I'm still in tune with patients and the emotional stuff I didn't have to revise.


    Griffin Jones (36:37)

    So Ashley used to be the baby's name and now it's the patient's name. Linda's out of the picture and now the baby is Olivia.


    Alice D. Domar, Ph.D (36:42)

    Yeah, Karen's out of the picture.


    Yes, Olivia, Ava, Maya, know, the names have changed. Like boys have to be, you know, Noah and stuff. So yeah, I did change all the names. I also had some fun. I don't know if anyone in inception has caught this, but I changed a lot of the names to people I work with. So there's Lindsay and Cat and Amber. Yeah.


    Griffin Jones (37:09)

    That's fun.


    That's a good way to test if they're paying attention reading the book. They give it to every patient at every clinic?


    Alice D. Domar, Ph.D (37:16)

    I don't think anyone has. So any Inception patient who wants a copy


    of the book, yeah, they have them in waiting room, people can take a copy. Yeah, they order thousands and thousands of books.


    Yes.


    Griffin Jones (37:26)

    Did you


    ever go to inception clinics and do signings?


    Alice D. Domar, Ph.D (37:29)

    I haven't done that actually, that's a good idea. I I did a book signing.


    Griffin Jones (37:32)

    That's next. Let's go, Faring. You got something else to


    sponsor. Let's do book signings at different clinics. I think that would be cool.


    Alice D. Domar, Ph.D (37:40)

    I did one at ASRM


    last year at the Inception booth and we ran out of books within 10 minutes. Yeah, it was fun.


    Griffin Jones (37:47)

    Nice. ⁓


    Was that the updated version of the book yet?


    Alice D. Domar, Ph.D (37:52)

    No, that


    was, think it was actually two of my other books. I think it was Be Happy Without Being Perfect and Self-Nurture. was for people attending A.S. sermon, it wasn't for patients.


    Griffin Jones (38:02)

    Well, let's do it again. You have a talk coming up at ASRM. By the time this episode airs, that talk will have already happened. So what did people hear about at ASRM when they're listening to this episode?


    Alice D. Domar, Ph.D (38:10)

    I know. So Liz Grell and I are


    doing it together. It's an inaugural symposium in honor of Dr. Schlaff, who died recently and his family is sponsoring it. So Liz is going to talk. mean, I'm the chair, I'll sort of open the thing, but Liz will talk about sort of what we know in terms of research on burnout and burnout prevention. And then I'm doing real hands-on, like let's do some relaxation techniques.


    talk about cognitive strategies, how could you better care for yourself? And then we'll do Q and A.


    Griffin Jones (38:44)

    What will Dr. Grill talk about that I haven't asked you about yet with regard to what we know about physician burnout?


    Alice D. Domar, Ph.D (38:52)

    It's actually clinician burnout, not just for docs. ⁓ I saw her talk, you'd think I'd have this sit-in my tongue. I think she just, she presents a lot more data than has been known on burnout in the REI field. know, what physicians are reporting and there's research out of Europe and then ASRM every few years surveys REI nurses. And she's going to talk about nursing turnover and how it's basically doubled in the last five or 10 years.


    Griffin Jones (38:55)

    Okay.


    Alice D. Domar, Ph.D (39:18)

    We nurses used to stay in the field for four years, now it's two. And it cost clinics a fortune to replace a nurse.


    Griffin Jones (39:25)

    Wow. And over what period of time is that? It used to be.


    Alice D. Domar, Ph.D (39:28)

    So used to be nurses


    would stay in the field for four years and now it's two.


    Griffin Jones (39:33)

    Yeah, wow. And do we know over how quickly of a span that changed? Like was it four years average in 2020 and now it's two? That's such a big deal.


    Alice D. Domar, Ph.D (39:35)

    Yeah.


    I actually don't know. It's ASRM data, it's not my data. But the nurses, they do the survey


    and they ask them. And a nurse right now isn't just a nurse, she's a travel agent and she's a counselor and she's a pastoral person. And these nurses have to wear 10 different hats. And they also have to understand the technology because most networks now use portals.


    Griffin Jones (39:49)

    Yeah.


    Alice D. Domar, Ph.D (40:05)

    And so they have to understand how to work with the portals and how to use EMR. And nurses honestly are the ones that are sandwiched between these frantically anxious and depressed patients and the physicians. And patients aren't going to take their angst out on the nurses. take it out on the physicians. They take it out on the nurses and the support staff.


    Griffin Jones (40:24)

    They get ignored a lot too, don't they, the nurses?


    Alice D. Domar, Ph.D (40:26)

    Absolutely. Yeah, they do.


    Griffin Jones (40:28)

    I know it because, or at least from where I stand, because I have built a living making a trade media company for the fertility space. My audience is the people that work for, operate clinics, the clinicians, the business people, the embryologists, and I have different companies that market on.


    our media platform to those different constituents. And the reason why we don't make more content for and about nurses is because it's really hard for me to get companies that want to target them because they just don't feel like they make a lot of decisions for whatever it is they're selling. if I'm, yeah, yeah. And I think thankfully, yeah, thankfully.


    Alice D. Domar, Ph.D (41:11)

    Do you see my eyes rolling?


    They have huge influence. Nurses have huge


    influence.


    Griffin Jones (41:20)

    I


    100 % and what but what it I think they need a larger microphone too. And and I've been working on different companies and I'm like, just give them the mic, give them our microphone and and let them have a bit more of a collective voice. And you'll see how influential they are. And I think that I've gotten a couple people to bite on that I think one pharmacy in particular.


    Alice D. Domar, Ph.D (41:28)

    Absolutely.


    Griffin Jones (41:47)

    really understands the importance of nurses, but it's an area where I feel like this is something we should be talking way more of. that fact, I didn't know it in those terms. I could have intuited something like that, but just the fact that you can button it down to fertility nurses used to have an average tenure of four years. Now it's two. It can't have again, right? Like you can't let that have again.


    Alice D. Domar, Ph.D (41:56)

    Cute.


    Huge.


    Griffin Jones (42:14)

    because then you're talking about an average tenure of one year per fertility nurse. You can't run a clinic like that.


    Alice D. Domar, Ph.D (42:21)

    Well, it takes a


    year to get a nurse up to speed and the practice manager of a big practice told me a couple of years ago that it costs the practice $300,000 to replace a nurse. So it's very short-sighted not to support nurses. And in fact, you should do a whole show with Liz and I that's just for nurses.


    Griffin Jones (42:41)

    Done. Done. We will do one that is just for nurses.


    Alice D. Domar, Ph.D (42:42)

    Yeah, because I


    worry about the whole staff. I worry a lot about the front desk staff, because they are the ones that often take the most abuse. globally, the front desk staff have high turnover rates, because they're abused by patients. mean, again, 90 % of patients are fine, but it's that 10%. And I'm just making that number up. And they...


    Griffin Jones (43:03)

    Yeah.


    No, wait,


    I didn't want to interrupt your thought. I was thinking back to something you said earlier where now the nurses, she's not just a nurse anymore, she's this administrative assistant, she has to do, that's unacceptable in my view. And we have to have a louder voice that nurses should not be doing all of this admin work, especially when the technology exists there. And I don't know if it's the frames out there who I think have a,


    good repute, conceive, levy health, engage in MD might be working on some more stuff. There's, and there's other folks that I'm forgetting that I'm gonna feel bad about not including, but they, these types of solutions are out there and it's not okay to just say, the nurses are just gonna call people. One, because that limits, that really restricts your patient pipeline as well, but two,


    you are, we're driving nurses out of the field by doing that.


    Alice D. Domar, Ph.D (44:02)

    And it's, know, so if you have a nurse who's burnt out, one of the symptoms of burnout is you lose compassion. You just, you know, they become, you know, automated and the patients notice and then the patients drop out or the patients post a bad review. And so there are a thousand reasons why we need to take better care of our nurses, you know, for the nurses, mental and physical health, number one, but clinics run on nurses.


    Griffin Jones (44:30)

    I don't want to


    Alice D. Domar, Ph.D (44:30)

    In Boston, we say


    people run on Dunkin. Infertility clinics run on nurses.


    Griffin Jones (44:35)

    Yeah.


    Who do you think of when you think of most of your healthcare experiences? You think of your interactions with the nurse. That's the person that is representative of your experience in a fertility practice. And if they're not engaged, then good luck improving patient engagement.


    Alice D. Domar, Ph.D (45:00)

    Well, it's interesting because 30 years ago, nurses got gifts every day from patients. I remember you'd go into the Boston IDF lunchroom and there'd be baskets of muffins or bagels or cookies or fruit baskets, et cetera, that patients would show their appreciation to the nursing staff. And they don't anymore. And it's not funny. So a couple of weeks ago, my father-in-law was dying. He was in an ICU. And he actually died. But you know,


    The second day he was, and I was his healthcare proxy, so I spent a lot of time there. And I noticed that the nurses had been given a box of chocolate. And I said, do you guys like chocolate? You know, I'd be very happy to bring in a box of chocolates for you. And you know what they all said to me? Please just write a thank you note. No one writes us thank you notes, but when someone does send us a thank you note, we post it in our break room. And every time we've had a bad moment with a patient, we go into the break room and we read those notes.


    So my husband and I wrote long notes for the ICU staff and the ER staff. I still brought donuts every day, but they want to be appreciated. And, you know, again, 30 years ago, 20 years ago, even 10 years ago, patients showed their appreciation. And, you know, we have a new thing at inception that every month the patient experience director assigns each executive, all the employees who got a shout out on social media.


    And each of us is assigned however many employees at that clinic got a shout out on social media. And we have this, it's called a bonusly program where people get bonusly points and they can use the points to get, you know, gift cards for pretty much anything. And so every month, every executive gets assigned. And so what we do is, you know, I get my, I see what the shout out is and I send a message to that employee with bonusly points and it's, it's broadcast to the entire company. And that way we are acknowledging.


    every employee who got a shout out from a patient. But it should be thousands of shout outs per month and it's not. The patients are just not acknowledging when employees take really good care of them. They post negative reviews, they don't post, I mean, it happens once in a while, but it should be thousands, not dozens.


    Griffin Jones (47:18)

    I would have thought that nurses were still getting a lot of thank you notes. I wonder how common that experience is. And I think it's a good poll question for us to put out there to fertility nurses. Do you get more or less thank you notes than you used to? And what you just said is it should be thousands. I think that in today's day and age, we're so used to expecting everything to be instant. We're expecting everything to be catered


    to us that we've learned some bad habits as a consumer population and that people need to be disabused of some of those bad habits. And that was one of things that I would try to get practices to think about in their marketing that they should talk a little bit about nursing burnout or compassion fatigue in their marketing.


    Alice D. Domar, Ph.D (48:09)

    They should talk a lot about


    it. They should talk a lot about it.


    Griffin Jones (48:12)

    Well,


    so they should definitely talk a lot about but they should talk about a little bit in their external marketing to patients because I want patients knowing that my nurses aren't robots, that they're not these cold steel avatars that don't have emotions, that they are really trying their best that they have so much on their plate. And if I'm coming in with that as my as my preface, then


    I can start being more grateful for what they do because what's the expression? Gratitude is expectation minus delivery or minus actuality. So if my expectation is that everything should just be perfect and how dare it not be, then I'm not gonna be grateful. But if my expectation is, these nurses really have a lot on their plate, then I might start to be grateful for what they're doing and express that gratitude.


    Alice D. Domar, Ph.D (48:51)

    I have no idea.


    Griffin Jones (49:08)

    You've got me fired up about nurses and I am going to have you and Dr. Grill back on and I'm going to think of some sort of goal. think I can get, I don't want to speak for them, but I'm going to speak for them a little bit anyway to, sort of like, to, you know, like to put it into the


    Alice D. Domar, Ph.D (49:10)

    Good.


    Griffin Jones (49:25)

    atmosphere, like Mendell's Pharmacy, I think I can get them to help a little bit with this because they really, they really, really appreciate nurses that they are one of the people that actually stick up for them care about them. I think I can get them to help out a little bit. But I want to 2026 I made a New Year's resolution a couple years ago that I was going to do a lot more content for embryologists. And then boom, it happened and we got more more


    Alice D. Domar, Ph.D (49:47)

    They're stressed too, by the way. Let's


    not forget every other. I just was part of a big study that was published last year.


    Griffin Jones (49:51)

    We did


    Alice D. Domar, Ph.D (49:52)

    Embryologists are very stressed because in most of what one does, a mistake can be remedied. An embryologist's mistake can't be remedied in general. everything they do is really high stakes.


    Griffin Jones (50:07)

    as are they part of the the people that you address? So when you talk about clinician dropout, are they


    Alice D. Domar, Ph.D (50:12)

    Yes.


    always seek


    out embryologists. And in fact, several times now I've gone to New York and literally taken out all the NYU embryologists for a nice steak dinner, just to show how much we appreciate them and talk about stress management and everything else. Yeah, embryologists, I would say that when I go to clinics to do these stress lunches, and then I sort of sit in an office just to do one-on-ones with anybody, a lot of the people that come talk to me are embryologists.

    Griffin Jones (50:41)

    Well, I am going to have you back and we'll talk more about embryologists because they deserve their time. And I'm going to have you back to talk about nurses because I can't get enough of you, Ali. Thank you for coming back on the show.

    Alice D. Domar, Ph.D (50:45)

    Sounds great. Thanks for inviting me.

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268 The IVF Lab in 5 Years. Dr. Denny Sakkas

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


What will the IVF lab look like in five years?

Trying to predict and shape that response is Dr. Denny Sakkas, Chief Scientific Officer at Boston IVF and head of the scientific advisory board for AutoIVF.

In this episode of Inside Reproductive Health, Dr. Sakkas about what automation really means for embryologists, and how new technologies could transform lab operations, chain of custody, and patient safety.

Dr. Sakkas shares:

– The potential downsides to automation and where caution is needed

– How AutoIVF differs from AURA by Conceivable Life Sciences

–  His prediction about time-lapse imaging within five years

– The areas where embryologists must hold firm on lab standards

– The next big innovations he’s watching (and what Boston IVF plans to purchase next year)


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  • Denny Sakkas (00:00)

    I give quite a lot of talks to embryologists and, The first question that always comes up is, you know, am I going to lose my job? ⁓ what's my job going to look like, in, 10 years time?

    So I really think there'll be more jobs created in the future. may be, as I said, you may be playing a different role. The role will change. I think it's hard to predict, but the position will still be there, but it will evolve in some way.

    Griffin Jones (00:35)

    What will the IVF lab look like in five years? Trying to shape the response of that question as much as answer it is Boston IVF's Chief Scientific Officer, Dr. Denny Sakkas. In addition to running Boston IVF labs and having ran labs in England and Switzerland, Dr. Sages is now the head of the scientific advisory board for a venture called AutoIVF.

    I asked Dr. Sakkas about the potential downsides to automation in the lab, how his new venture works, and what are the differences between it and Aura from Conceivable Life Sciences.
    Denny's prediction that all IVF labs will have some version of time lapse imaging in five years? When and where embryologists need to stand firm about what type of conditions or supplies they have to work with, other innovations he's excited about, and what he says he plans to buy for Boston IVF labs within the next year. Enjoy this episode about automation and chain of custody management in the IVF lab with Dr. Denny Sakkas.

    Denny Sakkas (02:30)

    if you think about it, we've been actually, we've had automation for a long time. Some of the older embryologists, and maybe I'll include myself in that, that ilk, you know, we used to make their own culture media, for example.


    We used to make our own micro-pipettes for micro-manipulation. Automation basically took that away from us in some way because automated companies, well, if you want to call it that, but companies now are automating that process. So we buy all our culture media. I'm not really aware of any clinics now that make their own culture media.


    Sadly, I think if you ask most of our embryologists, they wouldn't know how to make even culture media. So that's been automated for a long way, even though it's automated by commercial providers and we buy it. And micromanipulation puppets, they were a pain to make. I can guarantee you that. And now, know, the companies have automated that. There's quite a few companies that...


    provide them, they know when we buy a pipette, we know it's gonna be the right diameter, the right angle, the right consistency. And I can guarantee you many, many years ago, it wasn't like that. So in some forms, automation sort of has been around for quite a while. I think now we're starting to look at it slightly different in terms of how it's sort of coming into the process.


    Griffin Jones (03:48)

    You said sadly, many people wouldn't know how to make culture media today in the lab. Are you just waxing nostalgic when you say sadly is a figure of speech or do feel like we did lose something by people not having that practice?


    Denny Sakkas (04:05)

    You know, I think it's maybe a topic of another podcast you might want to do, but, you know, the change in, in our field, you know, many years ago, the embryologists were all PhDs. They'd come out of animal backgrounds, ⁓ you know, and I'm talking 30, 40 years ago and just the growth in the areas demanded that we have, you know, you, don't have enough people with that training. a lot of, a lot of the embryologists now that are getting trained.


    I don't want to call them technicians because they're really clinical embryologists, but a lot of the background that people that have been in the field for 30, 40 years is missing. And little things like, not little things, but understanding culture, how you make culture media, how we used to make pipettes, that's changed a lot with the implementation of being able to get these products. And that's happened in all fields. Genetics is the classic. I don't think


    half of your molecular biologists running genetic assays in the lab probably would know how to make some of the buffers and some of the materials that go into running the genetic tests. So I think it's happened across the field everywhere.


    Griffin Jones (05:15)

    Now my understanding would be that if people are doing less of that, if they're not having to put pipettes together because they're paying to make, if they're not having to figure out how to make culture media, that they are becoming less of technicians and then they're able to free up their time for more study, for more experimentation, for more research to become more


    of scientists and less of technicians. But is that not necessarily the case?


    Denny Sakkas (05:45)

    ⁓ I think it will, it could happen depending on the personalities in the field. So I think that definitely has occurred in the past and hopefully it will occur in the future. We're talking about automation, one of the good things hopefully of automation will allow the embryologist to do other things, be more focused on certain procedures that are much more difficult.


    maybe to sort of have more patient interaction, which will be a better thing. And obviously, hopefully think about things that will improve IVF in the laboratory especially, which is sort of the area I'm involved with. So I think you're correct that hopefully it will allow certain people that have that drive within them to have more time to do things like think about.


    How do I improve the process and what else can I do to make things better for the patients?


    Griffin Jones (06:43)

    Do you think that patient interaction with embryologists is an inevitability? Is it something that we're just starting to see a little bit of not yet? had Professor Christina Hickman or Dr. Christina Hickman on the program who runs a program called Avenues in London. And then I've seen some other folks talking about using embryoscope for the reason of being able to show patients, here's what's going on with your embryos. But it's the embryologist


    that is having some contact with the patients, at least in some programs, at least in Dr. Hickman's program. Is that something that you think will become the standard or are you not so sure?


    Denny Sakkas (07:24)

    Historically, know, the embryologists had a lot of contact with patients and they would do a fertilization call. They, you know, they were more in touch with them about, you know, how their embryos are growing and things like that. if patients had a question, they would sometimes, you know, contact the embryologist to talk about it. That sort of has, it's stayed in a few of the smaller clinics, but I think the larger clinics, you know, it's sort of, they're just too busy and it's gone away. So I would hope that


    having a bit more, not downtime, but having some automation would allow that. And even, as you mentioned, automation for patients being able to access their embryo videos or embryo pictures through patient portals and maybe more interaction through patient portals, which are secure, allow that. So I would hope in the future that


    that embryologists do have a particular place where they are able to interact more with patients. Because in the end, I think a lot of us get into this field because of want and feeling that we're really helping patients. if you're not talking to them, you lose a little bit about, lose a bit of that. So I know, and I still do, I still enjoy talking to patients when I can.


    Griffin Jones (08:41)

    So I want to talk about those benefits that could come from automation because maybe those are among the duties that embryologists are able to pursue and then perhaps more research and other things they can do when they don't have to be doing so much manual work. I do want to ask if in your view, you, there a risk to automation? you see, can you foresee some downsides or some unintended


    consequences, some second or third order consequences that if we're not careful about, even if they don't outweigh the benefits that automation would bring, that you still wouldn't want them. Are there some things that you're concerned about?


    Denny Sakkas (09:20)

    Well, I mentioned before that it may help us sort of interact more with patients, but it may remove that personalization from talking to patients. there is a risk as much as we don't really want it that the true clinical embryologist that we have may become a bit more technical in some way and not have the background about talking to patients.


    understanding basic embryology. So that's one of the risks that it may become just a technical expertise or move more to a technical expertise. So that I think is always one of the risks with automation. But as you said, hopefully I think that may not happen or it may allow embryologists to pursue maybe a more technical


    career, but others to pursue more of a, you know, research or, you know, a more embryology, clinical embryology focused career. So it may in some ways separate sort of the type of people that we have in a laboratory. It might be different roles that they may play in the future.


    Griffin Jones (10:30)

    Your sample size might be skewed. The question I'm to ask you is what you're hearing from embryologists because you're working on automation. So maybe you're talking with folks who are more excited about it. What is your litmus test of feedback from embryologists on automation? My guess is that it would generally be good if they can see


    Denny Sakkas (10:39)

    Hmm.


    Griffin Jones (10:52)

    these other opportunities because I've talked to so many young embryologists. I'm talking folks in their mid 20s, late 20s that want to leave embryology because they just don't want to be in a lab all day. They don't want to be in a 10 by 12 room or whatever it is and feeling like they're just going back and forth from station to station and no windows and no ability to work from home, et cetera, et cetera.


    And so to me, seems like, if they could be doing other things while there are, there's robotics and technology in the lab that they'd be favorable to it, but maybe not. there are, do see, I do see some people on LinkedIn, especially that like to comment that they're very skeptical of it. What is, you know, what's your straw poll of what embryologists are saying?


    Denny Sakkas (11:42)

    I obviously give quite a lot of talks to embryologists and, The first question that always comes up is, you know, am I going to lose my job? ⁓ you know, what's my job going to look like, you know, in, 10 years time? you know, firstly, automation and any, any, new practice or new equipment or whatever.


    always takes a long time to develop. you know, there's a timeline of when these things will come in that might be longer than, you know, all of us think. Secondly, you know, I tell them that automation, one of the things we hope it does is bring a greater access for patients. So, you know, in many ways, the labs might be much busier than they are today.


    So that may not be a thing if someone doesn't want to work that much, but I'm sure they will be busier. So I really think there'll be more jobs created in the future. may be, as I said, you may be playing a different role in terms of you may be running different types of equipment. You may have more of an interface with computers and...


    interfaces with instruments if you want. The role will change. I don't know if it's going to be, you you're going to be locked up in a room in a 10 by 12, hopefully not. And hopefully the automation will allow you to get away, you know, for 10, 15 minutes, you know, rather than fully having to concentrate on a particular technique. And, you know, you will have 10, 15 minutes to get away.


    maybe do administrative work, do other work. So as I said, I think the role will change. I mentioned before that a lot of embryologists spend a lot of their time making micro-pipettes and making culture media. We forget about that, but we're still busy and we're still able to do other things. So like all these things, I think the role will evolve. How that will evolve, will it evolve the more technical?


    Will you be more of a technician or will you have time to do more research or think about novel ideas, have more time to interact with patients? I think it's hard to predict, but the position will still be there, but it will evolve in some way.


    Griffin Jones (13:56)

    Tell us about the project that you're working on with regard to automation.


    Denny Sakkas (14:00)

    Yeah, so, you know, we've good or bad, you know, they say that, you know, if you keep repeating the same thing, you might be either crazy or, or, you know, brilliant. I'm probably more on the crazy side. I've been involved with a few startups for quite a few years, going back to the early 2000s, and even before that, actually, the the current project I'm involved with is, you know, we're really excited. It's a


    startup company called AutoIVF and I'm lucky I'm chairman of their scientific advisory board. This is a novel technique based on microfluidics. Microfluidics, you know, I'm calling it a novel technology, but it's a platform that's been around for many, many years actually now. I'm lucky to work with some really amazing people that are in that field. And it's been used for many years for isolating, you know, rare cells from


    you blood basically. you can, it's quite amazing. You can find one rare or two rare cells from blood in particular cancer diagnosis from, you know, leaders of blood to detect cancer. So that's been around for a while. So we've actually in collaboration with the people we work with, we've used the similar technology where you can isolate from large volumes and the volumes that I'm talking about a follicular fluid. So


    what we've developed is a system that actually can confine the oocytes in the follicular fluid and it's completely automated. So you pour the follicular fluid in one side, the device actually sorts through all the blood, the tissue, the somatic cells, finds your oocytes and then it will denude your oocytes. from, you know, 100, 150 ml of follicular fluid, you end up with a few microliters.


    of very clean oocytes at the other end in a very 15 to 20 minutes. So it's quite exciting. And the company also has other techniques in the pipeline, again, using micro fluidics for doing other processes in the IVF lab.


    Griffin Jones (16:05)

    And what was the genesis of deciding on this as opposed to any number of different other approaches you could have taken?


    Denny Sakkas (16:13)

    I think it's the team that we had developed. It's a very strong team. Obviously, their focus was microfluidics. We also wanted to not repeat what's going on in the lab, so not sort of just mimic all the steps that are going on in the IVF lab now. We wanted to introduce novel concepts. And actually, the...


    the technology has brought some amazing surprises to us in terms of just simply, you know, trying to take a novel approach at, you know, an egg retrieval process. The egg retrieval process, I'm sure in 1978, the way Bob Edwards did it then, it hasn't really changed that much. You you put the fluid in a dish, you look around, you know, for cumulose-al-sac complexes, you clean them and put them in, you know, in a new drop. So...


    Griffin Jones (16:54)

    Mm-hmm.


    Denny Sakkas (17:02)

    We wanted to challenge those concepts with novel technologies and with new technologies. And I think we've done that, having some of the results that we've seen already.


    Griffin Jones (17:11)

    So what do you think will be the wider application of this? Is this something that labs need to buy additional equipment for, or do they need to change the space of their lab in any way? Do they need to change their workflow in any way?


    Denny Sakkas (17:25)

    No, actually, it's something that will fit into their workflow. you know, every lab, know, every IVF lab does an egg retrieval. The device is probably the size of a printer. You know, not many people use printers now, I think, even so. It could replace the space that you had your printer in. So it's just a little bit larger than a just genuine printer. It could sit in your egg retrieval room.


    it could sit where you're actually currently doing your egg retrievals. So it basically will allow you to, you know, pour the fluid in, whether that's a, you know, an embryologist, a technician, even a nurse in the operating room. And, know, 20, 30 minutes later, depending on the type of retrieval, you will have a dish ready for the embryologist to take, take those oocytes and continue, you know, to do ICSI, to do egg freezing, whatever. So


    it basically will help the workflow. It'll take away the embryologist's job of having to concentrate there and doing the egg retrieval process. And as I said, there's some added benefits that we've already seen to this process.


    Griffin Jones (18:38)

    Are there still decisions as this standardization happens and automation happens across the lab, are there still decisions that really should be being made at the local level? So part of the promise of standardization is you don't want so many darn decisions made at the local level because there's so much variance and with that variance, it's hard to do quality assurance and quality control and come up with best practices and follow the scientific method. And so you want to come up with here's the


    the best practices and then we replicate those best practices at scale. But are there still decisions that should be being made by the embryologists as these things become automated and standardized? What do embryologists still need to be in control of at the local level?


    Denny Sakkas (19:25)

    You know, I think just the process, the logistics of the process, so handling the material, making sure the chain of custody is correct, making sure, you know, that the quality control of all these instruments, you we have a lot of instruments in the labs already. You know, one of the things we're very pedantic on is that the temperature is correct, the gas environment is correct.


    ⁓ You know that the eggs and the embryos and the sperm, you know, are very precious and that we're treating them correctly. You know, in effect, we're chaperoning them from the ovary back to the uterus in some way. That's the job of the lab. If they're good, you know, we're quite good now at getting pregnancies, establishing pregnancies, but definitely in those five to seven days and obviously freezing, et cetera, you can do a lot of things wrong that will harm


    Griffin Jones (19:57)

    Hmm.


    Denny Sakkas (20:13)

    the chance of a patient's pregnancy chances. So I see the lab as a very strong chaperone for this process. I think still, whatever we do, whatever automation we introduce, see the role of the laboratory, the embryologist is in making sure that sort of piece of chaperoning is consistent. And like you said, that we're doing it the same in all labs around the world.


    Unfortunately, we know that that probably isn't happening. know, there are some labs of better quality than others, and there are many other biological reasons too that, you know, there's variation in labs also.


    Griffin Jones (22:03)

    as consolidation happens in the field, I see a bit of a spectrum on one end of the spectrum, you might have a network that they make decisions very centralized. And if this is what we're doing across the board, we're doing it at every lab, we're doing it at every clinic. And then there are others where they're still very much kind of letting this clinic do it their way and this lab do it their way. I do worry about clinicians not being able to practice


    the way that they want to.


    what things of yours do you feel very protective about that I want to be able to order this, I want to be able to buy this or fire this person or hire that person or build this way or not this way that you really want embryologists to stay in control of?


    Denny Sakkas (22:47)

    Yeah, that's an interesting question. think it expands, as you said, to the clinical side too. You know, the fear is that you get these big conglomerates coming in and they focus somewhat on finances in a way. So the concern is both for clinically and in the laboratory that they


    believe a cookie cutter method of treating patients will work, and you can do that for all patients. So they sometimes may remove flexibility from either the clinician or the embryology lab. The cookie cutter approach probably maybe works for 70, 80 % of the patients. We do pretty well with those. But then you've got 20 to 30 % of patients that may be more challenging, let's say.


    So, you know, there's still a lot of fundamental arguments. I won't go into the clinical side about, you know, stimulations and that, but even in the lab, fundamental arguments about techniques that we do in the lab, you know, and again, know, PGT is good for everybody. Ixie versus insemination, you know, is that good for anyone?


    things like fresh transfer versus frozen transfer. So we're still struggling with a lot of these questions, know, 40 years after the first baby, basically. So making us do things in a particular way may change the flexibility of, you know, how we treat patients. And as I said, I don't think it's probably gonna hurt, you know, 70 to 80 % of cycles, but having some flexibility maybe for 20, 30 % of patients could


    could mean for that particular patient if they have a live birth or not. ⁓ A difficult patient that may benefit from a fresh transfer, for example, may not benefit from a frozen embryo, they may not have enough embryos, but we still are not 100 % convinced that maybe a patient's poorer looking embryo, let's say, that we might put back as a fresh and we may not have frozen,


    we know that they sometimes can give live birth. So I think there are things that we still need to be cognizant of and have some control, know, and that comes down to media, know, sperm preps, the ability to transfer maybe fresh versus frozen embryos, doing PGT or not. You know, it would be nice that we still have some flexibility in treating patients, you know, in the future and not maybe...


    be told that this is what you're doing. You're just doing things in one way and that's the way that works good. But I don't, I think some percentage of patients may lose out if we take that approach.


    Griffin Jones (25:32)

    I think you've listened to this show before and you know that I'm not an embryologist. I don't have a scientific background. So I can't judge if how significant the quality of oil matters or the quality of media matters. Who's out there that has good quality or does it matter? Is it relatively substitutable?


    Denny Sakkas (25:35)

    Yes.


    you know, one of the good things that came out of the commercialization of, of, of IVF media, let's say now as an example, and oil is that the processes they use are very stringent. Okay. We've had some, you know, deviations, let's say, but in general, when we buy culture media from, from whatever company, you know, that, that we were pretty, ⁓ confident that that


    media has been well controlled, made with good medical practice, good conditions. So I think all the companies do a pretty good job now at doing this. And as I said, oil was like the biggest phobia of embryologists. If you had one batch of good oil, for example, we would hoard it to a sort of a...


    maybe a very strange state that you would lock all your good bottles of oil in a cupboard and not let anyone touch them. But now we're much more confident. all the companies do a very good job. Historically, some of the media I was lucky. I worked with David Gardner many years ago. And we had sort of developed the origins. It's probably changed 100 times more now of the Vitrolife media.


    But so I'm a bit more familiar with those. But in general, all the culture media that are being made now are very high quality, well tested. And I think most people can trust them, I think.


    Griffin Jones (27:21)

    One area where I have noticed a discrepancy between what lab directors say they want and what the business seems to be paying for is time lapse imaging. I've asked every lab director, at least in recent memory, maybe earlier on I didn't, but I've been asking them, do you view time lapse as a nice to have or a must have? I think all of them have said either must have or quickly becoming a must have.


    I maybe there's somebody that says nice to have and maybe you'll be the contrarian that says it's just a nice to have. What's your view on time lapse?


    Denny Sakkas (27:54)

    So the best description I've heard about time-lapses from Michael Alper, our CEO at Boston IVF. He calls it pornography for embryologists. And he's right. I can still sit and look at these time-lapse images, the videos, they're really, they're amazing. I think we've always wanted to watch the embryos in some manner. So I think


    I think having the time lapse is a huge bonus in the labs. Like all new items, it becomes a commercial thing, the cost versus the benefit. All the studies we've seen today indicate that


    The benefit is actually in that these time-lapse incubators are very good incubators. So they're very good at growing embryos and taking care of them, allowing us not to move the embryos and being able to see how embryos are progressing. So in that manner, they're fantastic. I know people have discussed AI, artificial intelligence, machine learning. At that level, we're still sort of trying to understand how much that's gonna help us.


    We still do quite well with blastocyst morphology and picking the embryos. I think eventually in five years time, I think all laboratories will have some concept of time lapse videos or time lapse incubators in their laboratories. It may not be what we have currently, know, the embryoscopes and the other types of ⁓ time lapse systems.


    So it may not look like that, but I think we will all have time lapse imaging capabilities in our incubators and our laboratories, I think in five to 10 years.


    Griffin Jones (29:44)

    Why? Why is that important?


    Denny Sakkas (29:46)

    Well, I think, you know, as I said before, one of the difficulties is we do get that information. We'll get a nice blastocyst and a lot of those blastocysts are great. We can buy off, them get, you euploid embryos. But again, you know, focusing on patients that may not have performed that well, we can then go back and look at their videos and say, okay, this is what we've seen in this patient. You know, they've had delayed fertilization.


    their cleavage was not in characterization. So getting that information, getting the time lapse imaging information for, again, the majority of patients is probably not gonna change that much for that patient. But again, for your patients that are having issues getting to a live birth, having a successful treatment, we may see things in those videos that might tell us, a second, there's something wrong that...


    with the embryos of this patient. Now that may mean we tell that patient, you may want to look at another approach to IVF or to achieving a life, having a baby at home basically. And that hopefully will quicken the diagnosis for that patient. So they're not doing multiple attempts of three, four, five IVF cycles, which are very draining on a patient's


    know, morale and, you know, it's very difficult for patients to go through those treatments. So if we, if the, I think the time-lapse will also help us in giving more feedback to patients in terms of their embryology, you know, their embryo development.


    Griffin Jones (31:21)

    Is it possible to fully automate the IVF lab without time lapse imaging?


    Denny Sakkas (31:26)

    you probably could, but I think again, you know, I think we do get a lot of information from the time lapse videos. So I, I think if you're automating, you know, if we're going, as I mentioned before, the auto IVF system has an egg retrieval, you know, automated, if, if we, we can link that with an embryo scope, which, you know, we're, we're, we're already thinking about, ⁓ with, and, then, you know, the whole process is, I think, you know,


    why wouldn't you, if you're automating, why wouldn't you want those videos, especially if it's, know, the capabilities are already there, the incubators are really good. I think we will do that because that will be extra information that we will get. think in the long run, even though artificial intelligence probably hasn't, you know, given us the specific embryo morphology picture, I think having all the data, having a lot of data,


    including patient data, maybe other information from culture media. I think time-lapse will actually help us going forward in the future with more information.


    Griffin Jones (32:32)

    Do you have time lapse incubators in your labs?


    Denny Sakkas (32:35)


    So we're a very big lab. we actually, we had one, but we were actually looking at getting some in now. As I said, I think inevitably, I think down the road we'll be getting them. Historically in the US, time-lapse has sort of been less, I don't want to call pervasive, but utilized because of our, a lot of labs rely heavily on genetic testing, PGT.


    In Europe, they're much more in Europe, in Asia, in Australia, you probably see more time lapse instrumentation, but I think in the US also they'll be coming in soon. we're similar for us also, we'll probably start using them also.


    Griffin Jones (33:16)

    So the trend seems to be moving towards time lapse. It seems from my lay point of view that embryoscope has a slight lead in that market. That when I ask people, it seems like there's a slight preference towards embryoscope. I imagine you're checking out them all and you're looking into them. Have you looked into embryoscope and what do you see good, or neutral?


    Denny Sakkas (33:37)

    Yeah, I know the Embryoscope much better. They were first to market. We had historically had a lot of involvement with the initial company Unisense that had developed the Embryoscope. So we knew them very well. And as I said, they've probably been on the market the longest. like all instrumentation, it's gone through its development and it's probably


    I don't want to say the most mature, it's the most common one. So I think people sort of gravitate towards that in a way for, if you're automating the time-lapse system, if you want.


    Griffin Jones (34:13)

    So we're talking in late 2025, maybe this recording will ⁓ air in late 2025 or early 2026. But if we were recording again in late 2026, think you'll have a time lapse incubator.


    Denny Sakkas (34:19)

    You


    Yeah, I think so. Yeah, yeah, we'll definitely have them. And hopefully we'll, we may be doing the retrievals automated also.


    Griffin Jones (34:35)

    Tell me more about that.


    Denny Sakkas (34:37)

    As I said, for us, that's an incredibly exciting technology. So I can just, I can't tell you everything about it, but the approach that we've taken where it is a novel technology and where we're not sort of relying on mimicking systems that we already do, it's actually allowed us some surprises. So one of the biggest surprises we have,


    is that consistently we actually find more eggs than the manual screening. we're actually finding in when we look at screened that embryologists have already looked at and we've done this in multiple centers, we actually find extra eggs. And we've tested those eggs, we've done a lot of, they're not ones that would have been useless. We actually have a live birth, I can tell you now. ⁓


    we actually have a live birth from an egg that would have actually been discarded that was not found manually. So we're super excited about this technology. We believe also that we mentioned some of the benefits of automation and any of the types of automation that I think are coming out now. One thing it does do is it homogenizes the treatment of eggs, embryos.


    freezing, it sort of does standardize that in some way, which is a thing that we worry about a lot in the lab, making sure everyone's doing the same protocol. So we're pretty excited that at least at this first step, this technology is apparently giving us some...


    more eggs, which is huge for a patient. The first question a patient always asks you, how many eggs did I get? And we've known from years of studies that the more eggs you get, the more chance you have of getting a live birth. It's a pretty straight correlation. So we're pretty excited about that. The other thing that I think is interesting about going to the retrieval step for automation is that


    One of our, one of, one of my collaborators called it's the gatekeeper of IVF. If you want, you have to get the eggs. So one of the things, and I, and I think I mentioned at the beginning, you know, we spoke about like automation, there's some good things and some things that we concerned about. But one of the biggest things I think automation will bring and you know, hopefully this device that we're talking about from auto IVF is that.


    you can then take that device and do a retrieval anywhere in the US. You can go to the smallest little town in the US and do a retrieval. You can freeze those eggs, ship them to the big lab. So in doing that, you're actually taking the lab to the patient. And I think that's the big thing for the future, that we will then increase access of IVF for the...


    majority of patients who are infertile that don't actually have that access today. So I think that's the biggest benefit that at least we hope, you know, will bring with our technology.


    Griffin Jones (38:07)

    So forgive me for not knowing the life stage of Auto IVF. I'm only slightly familiar with this venture. are you all in commercialization stage yet, pre-commercial? you doing this in conjunction with all of the pre-commercialization steps with Boston IVF? Tell me about that.


    Denny Sakkas (38:26)

    So we have a full prototype. We have a few full prototypes that we're now starting to put out to clinics around the US and internationally to do the next step of validation. A lot of validation has already gone on in the human. As I said, we have a live birth and we've got a lot of data.


    with multiple clinics that we're able to actually see extra eggs. So that's something as an embryologist surprised me at the level we're seeing it. given this technology's agnostic to sort of visualizing the embryo, it's like using ⁓ nighttime vision glasses in the dark, basically. You're getting a better.


    idea of where the oocytes are. So it's finding the oocytes much better than, I hate to say, than I think an embryologist. ⁓ So the stage, the company was in stealth mode for quite a few years. It's now sort of coming out if you want, as companies do. And now making the instrument available to a number of clinics for clinical validation as


    like you said that's part of the whole commercialization process.


    Griffin Jones (39:36)

    If you've been down to Mexico City to see Conceivable, and if so, where do they converge or diverge from what you all are doing?


    Denny Sakkas (39:44)

    Yeah, so yes, I have seen it. I've seen the full aura system. I haven't seen it actually operating, you know, collecting oocytes and running cases, but I know they're doing a clinical trial. It's, you know, it's an amazing set of instruments. You know, I'm an embryologist, so I'm very easily impressed by, you know, the engineering that's gone into it, which is pretty impressive.


    You know, it's, as you know, it's a series of five large, I think five large instruments that, you know, are robots in a way. So, you know, I could imagine someone in the, you know, in the early 1920s seeing a car manufactured by hand and then seeing, you know, robots coming into it, you know, and being able to manufacture a car. And so, you know, what's,


    great is they've taken the lab process and taken all the manual processing and used robots to do everything, is pretty cool. They've got some other innovations, which are like the freezing technologies are very interesting. So it's a really impressive system. I think where we fit in, we're obviously using a completely different technology.


    I don't want to say, well, in some ways it's a bit more novel. The robotics has been around for many years. So, you know, we do fit in with their system, you know, in terms of maybe in the future if they're set up in a large warehouse system of a lab that's more centralized, you know, we could definitely feed oocytes to them to process and then, you know, bring them back to be transferred if needed.


    We also, in some way we're competitors, AutoRVF is a competitor. They're also developing ⁓ the whole lab eventually, it's already, we know that we'll be in a much, much smaller footprint than what they basically have currently developed. Although that, I think in a few years will probably change in a way.


    Griffin Jones (41:45)

    What other innovations do you want your colleagues to adopt in the coming years? Do you think about what's in the pipeline or maybe what's currently available, but many of your colleagues haven't adopted yet? If you could do a Jedi mind trick with your colleagues and get them to do what you wanted to do, what innovations are they implementing in the coming years?


    Denny Sakkas (42:09)

    You know, I spoke before about our system, you know, even conceivable system, hopefully will change access for patients. So the innovations I really want to see, and we're already seeing some of these, you know, we've seen at home semen testing, for example. There's a lot of effort going into at home hormone testing and even ultrasound testing. So allowing


    the patient to do things more in their privacy. Reproduction to infertility historically has been a really emotional thing for patients to deal with, I think. Has some taboos, I think some of those have been lessened in a while, but many cultures, we're lucky in the US in some way, but many cultures, there's still a taboo to infertility.


    the more we can take things back to the patient and whether that's testing, allowing, you know, collection of the samples at home or closer to where they live. think the technologies that I really want to see in the next few years are at-home ultrasound, at-home hormone testing. I'd love to see retrievals taken to the doorstep of patients.


    ⁓ So they don't have to travel, you know, hours sometimes for some patients or even, you know, even if you're in Boston, it can might take you an hour to get to your local clinic to have a blood test, you know, in New York, it's the same thing. if we can take the treatment more to patients, allow them to do it, you know, in a more comfortable state, I think, you know, the stress.


    even the stress will actually come down and you know we may see improvements in live birth rates and pregnancy rates just from allowing you know a more friendly procedure for these patients because I don't know Griffin if you've been involved with IVF at all you know it's it's ⁓ an emotional roller coaster you know right from the beginning of your diagnosis to you know maybe even having the live birth it's it's ⁓


    it really is ⁓ difficult for patients. So if we can change that in a way by making it more accessible through various technologies, that's what I'd really like to see in the future.


    Griffin Jones (44:22)

    I'm glad you mentioned that because I think of David Sable and Abigail Cyrus three criteria for innovation and IVF they're thinking, reducing costs to baby, reducing time to baby, and reducing life disruption to baby. often talk about the first one, sometimes talk about the second one, third one probably don't talk about enough, which you just mentioned. and it just can't be understated how disruptive it is to have to leave work to have to drive across town to have to get a babysitter to have to


    etc, etc. And, and I hope that the innovations that that you're talking about and others really make a dent in that in the coming years. Dr. Sakkas I look forward to having you back on the program. Thanks for coming on and sharing your thoughts with us today.


    Denny Sakkas (45:05)

    Thanks, Griffin. It's been a pleasure. ⁓ You're right, David Sabel has been talking about this for many, many years. And we're following in some way in his footsteps. But it takes a village, as they say. So hopefully, we're part of that village and can get. It really is true that the access is one of the missing pieces. So the better we can get at that, I think, in the future, ⁓ hopefully we'll be back in a few years telling you. we've got technologies that creating that access. So I look forward to talking to you again.

Dr. Denny Sakkas
LinkedIn


 
 

267 What IVY Fertility is Using And Why. Amy Jones

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


Lab directors—how do you make sure your concerns actually reach ownership?

Vendors—how are you being vetted by the groups you serve?

This week on Inside Reproductive Health, Amy Jones, Chief Quality Officer of Ivy Fertility, talks about how one of the country’s leading networks evaluates quality, chooses partners, and plans for growth.

Amy shares:

– The specific criteria Ivy uses to vet vendors for cryostorage and digital witnessing

– How they’re implementing an AI solution to compare data across EMRs

– The patient concierge platform guiding patients through the IVF journey

– Where current patient education tools fall short

– The tradeoffs of proactive expansion

– And why fertility professionals get into trouble when they stay “too stuck in their own lane”


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We’ll show you how other fertility centers are improving patient experience, reducing doctor and staff burnout, reducing cancellations, and improving workflow.  

  • Amy Jones (00:00)

    once they can afford IVF, getting them through the process, we've just found that there's much room for improvement in terms of patient experience and efficiency There are many places where a patient can get dropped or lost or not have appropriate expectations set. Once they approach us, have to be able to get them through from the new patient appointment to whatever procedure, you know, they're designated for.


    Griffin Jones (00:35)

    Lab directors and clinicians, how do you get your concerns represented to ownership or corporate? You who sell things to fertility centers and networks, how are you being vetted? Amy Jones was a lab director, now she helps assess and implement quality measures on the lab, clinic, and business side as the chief quality officer of IVY Fertility.


    Amy share specific criteria for how IVY Fertility chose their cryo storage and digital witnessing partners and AI solution that they are implementing to compare data across EMRs, a patient concierge platform they're using to move patients through the journey, the limits to the current patient education platforms that are out there, the trade offs of proactively planning for expansion when doctors and embryologists are too stuck in their own darn lane.


    I share a bit about a firm called Kaleidoscope Anesthesia Associates because some of you have written to me about how awesome Kaleidoscope are.


    And some of you have talked about how much of a pain anesthesia staffing is. What a match. Amy's criteria for vetting partners is something that you and I can both systematize, and I hope to do so for all our benefit. Enjoy this conversation with Amy Jones, Chief Quality Officer of IVY Fertility.


    Griffin Jones (02:47)

    Ms. Jones, Amy, welcome to the Inside Reproductive Health podcast.


    Amy Jones (02:51)

    Thank you, pleased to be here.


    Griffin Jones (02:53)

    What is a chief quality officer brought in to solve for?


    Amy Jones (02:58)

    Well, as you can imagine, I wear many hats. But my role is primarily to lead the quality strategy for the organization. So that includes monitoring outcomes, ensuring that outcomes are appropriately reported, risk mitigation, efficiency, patient efficiency, getting them through.


    evaluating how we can improve the patient experience.


    Griffin Jones (03:25)

    Were the issues that you saw issues that they already knew about and they're bringing you in to address them or were you identifying issues?


    Amy Jones (03:25)

    compliance.


    Well, I think every organization needs someone looking at quality right in this field. And there are just a plethora of quality issues to monitor and solve. And so probably if every organization could afford to have 10 of me, they would have that.


    But I wasn't there before I was hired, so I'm not exactly sure if they were looking to solve or being proactive.


    Griffin Jones (04:03)

    Talk about one role being responsible for, it's not that one role is responsible for quality, but often people would just say, well, each department is responsible for their own quality, right? Like the medical directors are responsible for the quality of their protocols. The lab directors are responsible for the quality of their individual labs. What does having a one role that helps to oversee quality do?


    Amy Jones (04:28)

    Yeah, so I mean, we're definitely focusing on outcomes and risk mitigation. So those are two huge areas in this field, as I'm sure you're aware. And a huge area of risk is cryo storage. And so our goal is to not require standardized protocol


    protocols across the board. It's not our approach at all. But creating alignment on key issues is important. And so ⁓ we try to make decisions if it's involving the lab, with the lab directors participating in those decisions.


    So it's a collaborative approach.


    Griffin Jones (05:09)

    What is she you mentioned cryo storage? What other issues did you see as being among the biggest that that you have to tackle? Yeah


    Amy Jones (05:18)

    in addition, in terms of risk.


    Well, you know, everything in the IVF lab involves risk and witnessing is a huge area. So, you know, any sort of mismatches can be extremely problematic. And so we've created alignment on that as well.


    Griffin Jones (05:34)

    Can you talk to us about some of the measures that you took either in cryo storage or witnessing? The measures that you took, of the steps that you took or just things you decided to do?


    Amy Jones (05:40)

    Some of the what? Yeah,


    so we have implemented a system called Vareus systems for monitoring cryo storage. The monitoring is duplicative in all the labs. So if one system fails, we have another. But Vareus is a great system.


    You receive notification of a tank failure in time and plenty of time to make adjustments. We also require that all the labs have ready backup storage tank as large as their largest tank in case, you know, to account for any failure. We're implementing witnessing systems in all of the labs and ensuring that they're used appropriately.


    Griffin Jones (06:25)

    Was that a cell? Did you have to convince the lab directors of this?


    Amy Jones (06:28)

    No, that was not


    a sell at all. They want it. Because right now, manual witnessing, it takes a lot of time.


    Griffin Jones (06:34)

    Do you find that your job then is sometimes to fight for the things that people already want? Cause I hear from lab directors all the time that they want witnessing, but it's still not like implemented across places because some business person doesn't want to pay for it. So is your job advocate for them and be fighting for what it is that they'd like to have implemented.


    Amy Jones (06:42)

    Absolutely, yeah.


    Absolutely, but I wouldn't even describe it as a fight. It's just more an education approaching the stakeholders with information. I information is power. And also, you know, there's so many components. Financial is a component. And so we incorporate that as well. So when we're making a decision to go with a particular device, obviously the


    The best one is what we'll gravitate towards, but we have to into account costs. So it's a balance. But I have to say, with this approach, when you get the support of the lab directors and then you approach the physicians and leadership with the information that they need to make a decision and they can see that it's been researched, it's not just, hey, we want this new.


    Gadget? They're generally supportive.


    Griffin Jones (07:45)

    I imagine it's a question of prioritization as well, that you have so many competing priorities, how do you rank them?


    Amy Jones (07:52)

    cryo storage and witnessing is like a very obvious at the top that was easy for us to decide to do. Also, outcome reporting is very important. And I've been in this field a long time. outcome reporting has not changed very much over the years. So we have EMRs. We enter information into EMRs. It's very hard to get information out of EMRs.


    And so we have these homegrown spreadsheets that labs use. So one of the first things I did was implement a standardized spreadsheet. What was the idea that we would move away from this? Because clearly an Excel spreadsheet is not the most efficient method of tracking data, and it's duplicative. ⁓


    Griffin Jones (08:36)

    Yeah, it sounds like homegrown


    spreadsheet is the the arch enemy of a chief quality officer.


    Amy Jones (08:43)

    Yeah, yeah. So we aligned on that, and now we're moving towards using AI. We're piloting an AI company and their technology for exporting and ingesting the data from the EMR. And I think that will save us a lot of time, but it's a big lift. It's a heavy lift because it's not just the IVF.


    who's involved, it's everyone who uses the EMR.


    Griffin Jones (09:07)

    Is that circle the is that the AI company you all are piloting? Tell tell me more about technology and how you see it being able to improve safety and quality.


    Amy Jones (09:16)

    So right


    now, when we report data, the process of even though we have aligned on the standardized spreadsheet, the data still has to be cleaned, right? And that takes time. And it has to be crunched and put in a presentable form. So I find that we spend a lot of time doing that as opposed to thinking about the data.


    Right, and so I think that when the shift comes where we just push a button and the AI generates the data that we need.


    it's going to be life changing for us.


    Griffin Jones (09:53)

    Talk more about the data that we need. What data do we need specifically to make smarter decisions around quality?


    Amy Jones (10:00)

    So, I mean, as you can imagine, there's so much that influences the success of an IVF cycle, including the patient experience, because as we know, stress causes estradiol rise, which can impact how someone responds to stimulation. But stimulation itself, we rarely can connect the


    the specifics of IVF stem to what happens in the outcomes in the IVF lab. So that's one of the items, stimulation, how long did they stem, what drugs did they use, when did they trigger.


    What was the maturity rate in the eggs? What were the patient characteristics? What were the sperm characteristics? What specifically is going to impact blastocyst if it impacts blastocyst development and you get a blastocyst, are your rates equivalent to that of someone who produces many blastocysts? mean, there's so many questions that can be answered.


    And I think that, you know, within a center and between centers, there are so many different protocols used, right, for IVF simulation. And then you get into the IVF lab and there are different media, different timings that people decide to strip the eggs, hyaluronidase the eggs or inject the eggs when they decide to do embryo biopsy.


    how far along the embryo is when they do embryo biopsy, that makes a difference. That makes a really big difference. The embryo is not as expanded, doesn't have as many cells. You're taking a larger percentage of the embryo at that point. And so looking at all those features in detail and with the appropriate quantity of data points is going to be hugely impactful, I think.


    Griffin Jones (11:52)

    Do you have criteria for different types of solutions or is there an overarching criteria for any solution you might implement? Does it completely depend on we're gonna vet cryo storage totally different than we might vet a witnessing system or is there a certain set of criteria that you use to apply rigor to any solution you might be considering?


    Amy Jones (12:17)

    Yeah, I mean, that's a great question. ⁓ I think it is probably at this point more specific to what the technology is that you're looking at. certainly with cryo storage is a great example. With cryo storage, we ⁓ formed a committee and sent out questionnaires to the vendors that we're interested in using so that we could compare how each of the vendors are executing.


    certain functions in terms of cryo storage safety. And we did come up with criteria and if they didn't have a particular feature, they had the opportunity to create that feature or adjust. It's not like we're saying, well, you don't have this, so we're not gonna use you. This is what we need. And for instance,


    Safe shipping using medical couriers as opposed to using FedEx. It's a good example. That's an easy adjustment. Monitoring the tanks while they're in shipment. It's an easy adjustment.


    Griffin Jones (13:21)

    I'm gonna stay on this thread a little bit because I want free consulting from you. I think it'll be mutually beneficial. Part of what we're building as a trade media company is the crunch base of the fertility sector.


    Last year we started the IVF Heroes universe. We just made a list of all the companies that sell to IVF labs and fertility clinics about 500 categorized them in about 15 different primary categories and my


    long term goal. is so that people like you can go and do like the first parts, the first phases of the RFP process that you're currently doing. And so I want to aggregate as much of this sort of, know, like what you're getting in questionnaires, I want to get from as many different types of companies so that it's easier for people to be able to compare


    different types of companies. You gave a couple of those criteria for that questionnaire in cryo storage, that they monitoring in transit, they have safe couriers. What are some other criteria that you frequently see that would be useful to have ⁓ side-by-side comparison? Who their tech partners are, like what their tech stack is?


    Amy Jones (14:32)

    Technology, technology.


    Just that they


    have technology for tracking what they have in, if we're talking about cryo storage, they have technology to track what they have in storage and the technology facilitates an efficient process of shipping back and forth. I mean, it is a very huge time burden on the embryology team, shipping specimens back and forth. And so,


    Griffin Jones (14:43)

    Yeah.


    Amy Jones (15:03)

    If an efficient process is already in place, that's a big win for that vendor.


    Griffin Jones (15:11)

    How about other categories that you might be considering? Are there any commonalities between the questionnaires? that's the questionnaire that cryo storage folks get. There may be a completely different one for EMRs, et cetera, but is there some commonalities?


    Amy Jones (15:22)

    Well, dude.


    Data security,


    that's huge. So they have to be compliant with it. IT is not my area of expertise, but there are measures in place so that we ensure that they have certain certificates in terms of compliance for data security.


    Griffin Jones (15:43)

    And so some different kinds of certificates, different kind of partners, those are among the things that you're looking for.


    Amy Jones (15:51)

    Yeah, and I mean, so cryo storage, if we were looking at PGT labs, for instance, what accreditation do they have? That's important.


    Griffin Jones (16:01)

    When you're looking for quality in partners, you want to look for people that have had success elsewhere in the space and that have solved some big problems for clinics. The anesthesia shortage, anesthesiology shortage is a growing challenge for fertility practices across the country. Coverage can be difficult to secure and when it's available.


    When it's available, it doesn't always ease the burden on physicians and staff. That's why so many centers are turning to Kaleidoscope Anesthesia. Their CRNAs are seasoned professionals known for clinical excellence, a calm patient experience, dependable support with more than 200 CRNAs nationwide. Kaleidoscope can scale to your practice, whether you need daily coverage or a complete anesthesia program.


    They can build out the entire anesthesia component of your fertility practice, making it turnkey, scalable, and far less of a burden on your team. Visit kaleidoscopeanesthesia.com to request a staffing quote. When you're vetting people, Amy, how long does it typically take? It might completely depend on the category, but.


    Do you have a sort of passive process where you're always vetting people or is it, okay, now we're focused on improving this problem and we're gonna vet just companies in this priority area that we're trying to solve for.


    Amy Jones (17:30)

    Yeah, I think that we can't tackle everything at once, but once we sort of wrap up one implementation as we're nearing the end, we'll take on the next and start that vetting process. We've done, I think, a couple simultaneously, but it takes a lot of time and it takes organizing multiple people and their schedules.


    regular meetings.


    Griffin Jones (17:51)

    Do you build a task force for each one? Is it the same people if it's in the lab, for example? Are you gonna have the same people that cryo storage as you are witnessing, or can it be different people even if it's the same vertical area?


    Amy Jones (18:08)

    Yeah, we try to involve different people because we want everyone to be engaged and invested in our decision making process. So we have different people, for instance, involved in the Circle AI project, different primary people involved. But ultimately, all of the lab directors will be involved and the practice directors and the physicians. I it's a huge undertaking.


    be incredibly impactful.


    Griffin Jones (18:36)

    when do you decide if a solution just needs a sort of criteria that different clinics could pick from different partners or implement different solutions versus when every clinic or every lab should have this solution?


    Amy Jones (18:52)

    Yeah, that's another good question. So with PGT, for instance, right now we're using a myriad of companies. And we are not dictating at all who they need to use, but we do have recommended criteria. So we have here are some.


    And it's not a policy, it's a guideline. So we have policies, we have guidelines, and this is a guideline. So we have a list of recommendations just so they know what the criteria should be and they can ask those questions themselves.


    Griffin Jones (19:26)

    How do you see the field? What do you think are the most important things for being able to expand access without sacrificing quality?


    Amy Jones (19:34)

    That's tough. Obviously, coverage.


    you know, financial is the main barrier to access. But getting people through the door once they are aware or they can afford IVF, getting them through the door and then through the process, that's we've just found that there's much room for improvement in terms of


    patient experience and efficiency in that particular realm. There are many places where a patient can get dropped or lost or not have appropriate expectations set. It's daunting the amount of information that patients are given and expected to sort of ingest and understand and apply.


    And so I think that that is an area we can expand access, but we also have to, know, once they approach us, have to be able to get them through from the new patient appointment to whatever procedure, you know, they're designated for.


    Griffin Jones (20:32)

    Tell me about that. Tell me more about how you're seeing challenges in the patient journey and how you're approaching that.


    Amy Jones (20:37)

    Yeah, so the patient journey, you it starts really just with the patient being aware that that or the person being aware that they should maybe consider speaking to a reproductive endocrinologist. And so sort of top of funnel type of information. So I think we're you know, we're focusing on patient education and the different geographies once we get them in the door.


    Setting the expectations from the start, we're really working hard on that so that they understand how long the process takes. Once they decide on IVF, setting the expectation of...


    If you make it to baseline, you've paid for the cycle and signed the consents and you've crossed off all or checked off all those boxes, then just because you stem doesn't mean you'll make it to retrieval. And so setting that expectation just because you make it to retrieval doesn't mean you'll have mature eggs or fertilization or blastocyst development.


    or a successful embryo transfer or normal embryos if you have PGT. And so just incorporating the education process into the patient journey and repeating, repeating, repeating is hugely important. Improving the journey itself, think patients require many touch points. think that technology will help with that. I don't think it can be the only.


    ⁓ measure we take, think we still need the human touch, whether it's the human touch by


    nurses and personnel in the center or the use of auxiliary services like frame. We've we've engaged with a company called frame


    to facilitate that patient journey.


    Griffin Jones (22:18)

    Talk to us about...


    frame and what do they offer versus some other people that you looked at.


    Amy Jones (22:23)

    Frame is a very light touch. do not go into the realm of medical advice or they're simply a support. So they facilitate the patient getting to the appointment.


    Right? Knowing what to expect at the appointment and if they have questions, how to get their questions answered. So Fram is answering the questions. They're telling the patient, here is how you can get answers to your questions. Because so many times patients don't realize, we'll just use our EMR portal. Or you need to call this particular number if you need answers to your questions. So they.


    they facilitate the process. we have just preliminary information, but thus far it's been very helpful.


    Griffin Jones (23:05)

    Do you think that you'll need other technologies for other parts of the journey?


    Amy Jones (23:10)

    It's hard to say. mean, think that frame right now is working well for us. But the part of the journey after the patients have decided to do IVF and then they need to have financial consult and then tell their physician they're ready to go forward, that's where they drop off. So the...


    The financial console, and this is, know, I'm sort of wandering into an area where I'm not an expert at all, but that piece is so important and it's a very emotional piece for patients, as you can imagine, because you're hitting a patient in two very sensitive spots, fertility and their bank account, right? And so I think...


    If there is technology to, or companies that can assist with that piece, that could be helpful.


    Griffin Jones (24:02)

    Whether it's patient journey, whether it's lab side, whether it's clinical side or business side or anywhere else, have there been a couple needs that you just haven't found the best solution for yet? Maybe you find some solutions that they can do a lot of it or some of it, but I really wish for this problem there was a more comprehensive solution. Can you talk about that at all?


    Amy Jones (24:26)

    Patient education. So right now, Engaged MD is a great solution. They have the modules which are helpful, but different people learn differently. Some people are auditory learners, some people are visual learners. It does not completely check that box for.


    educating patients and we know this because you know we will have assigned these modules and and then they come to us with questions and you know they clearly don't understand whatever process it is that they've signed up for which could be heartbreaking at times and so I think that


    We have to do a better job of educating patients. And how that is an efficient manner, it's difficult to know because as mandated states and impact is great.


    You know, when you're transitioning from self-pay to insurance pay, right? You have to become more how you get patients into the door and through the process. And so a risk of sacrificing the patient experience and the patient education because of efficiency. And so I think that we're.


    We're going to have to pay attention to that and figure out the best way to set expectations and educate patients before they come into the center and while they're in the center and when they leave.


    Griffin Jones (25:51)

    I would have thought that engaged MD would have had that unlock. it just the case that there's more education that needs to be done than beyond informed consent, that there's just a bottomless pit of how many questions a patient could ask?


    Amy Jones (26:06)

    They don't even know what questions to ask sometimes. Right? So they'll kind go through and watch the videos, but it doesn't mean they understand. They're really comprehending that they're asking the right questions in their mind. So for instance, you know, any patient who is coming through to have their embryos tested, they need to ask themselves what


    How are we going, what will we do next if all of our embryos are abnormal? one tends to put oneself in the head in sand. Like this won't happen to us. It's not going to happen to us. But you have to have that conversation and sort of make a determination before it happens. So that's something that I would recommend to any patient coming through.


    Griffin Jones (26:50)

    Do you there's a way for technology to solve that beyond an AI agent that can just answer as many questions as need to be answered and take as much time to proactively educate the patient and engage on a personal level as possible? Is there gonna be any way to do this without having an AI Russell Fulk that talks to patients before actually meeting with the real...


    Russell Falk.


    Amy Jones (27:16)

    You know, I don't know if that's possible, but that would be, you it would be great if you could have an interactive AI agent to ask questions to and to, you know, generate information that leads to more questions. I don't, I'm not sure that that exists now, unfortunately.


    Griffin Jones (27:35)

    I have seen some AI agents that are starting to at least be able to answer a lot of the top of the funnel questions. There's certainly a limit to what they can answer, but the text versions are pretty good. And I think there might be not now, but in the not too distant future, ones that are able to do a lot of that as like, ⁓


    audio or even having a video avatar. Have you seen any solutions that are anywhere close to that?


    Amy Jones (28:06)

    I haven't. But I think AI would be incredibly helpful. Have the patient answer some questions. How many, how large of a family do you want? How old are you? What's your AMH? Here are the things that you need to consider. If you're 35 and you have an embryo transfer and you get pregnant and you don't have another embryo in storage or the other embryo doesn't lead to a live birth.


    then you're gonna be 37, 38, 39, next time you come through. Patients don't necessarily consider that. mean, some are more sophisticated than others, but these are all questions that they need to ask and they need to have in-depth discussions with their partners if that's relevant.


    Griffin Jones (28:54)

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    Kaleidoscope is helping fertility practices run more smoothly. Learn more at kaleidoscopanesthesia.com. It's kaleidoscopanesthesia.com. What do you think are the risks associated with rapid growth of so many clinics?


    Amy Jones (30:06)

    patients falling through the cracks, I mean, before they even get to IVF. But once they get to IVF, generally labs will limit the number of retrievals that can fall in any week simply because you have limited incubator space, limited set number of embryologists who can do the work. I don't see the risk necessarily in the IVF lab because lab directors will generally put parameters around what


    they can accept in their IVF lab. But I think it's patients having to wait for treatment. I think that's going to be an issue unless we proactively plan for expansion. as you know, it's hard to do unless you know for sure that it's going to impact the number of patients who walk through the door.


    You know, I worked in Europe for several years and they have coverage generally for infertility treatment, which is fantastic.


    But if you look at the rates, and these are published rates, they're lower than ours are in the United States. So I think we should be really careful about sacrificing quality for quantity.


    Griffin Jones (31:17)

    proactively planning for expansion is often sometimes things that venture capital back groups do too much and then it bites them in the butt. And consequently, it's something that many private equity back groups don't do enough of because they have an incentive to improve the bottom line.


    How do you proactively plan for expansion?


    Amy Jones (31:41)

    It's a balancing act between needing to grow. We know that physicians create growth, needing and wanting to grow, and also keeping an eye on the bottom line, which includes expenses in every area of the practice, but the IVF lab as well.


    And mean, I think that's something that we are getting better at. As lab directors, we're learning how to function in this space, not only as lab directors, but also on the business side. mean, I think it's fair for lab directors to have a seat at the table. But to do that, you need to have an idea of how your purchasing is impacting the bottom line and whether you're doing it wisely.


    So it's a, I think it's a real balancing act, but generally I think that we can look at heat maps of where your patients are coming from, where there's growth, where there's an interest in infertility treatment and move towards those areas, develop in those areas.


    Griffin Jones (32:42)

    Maybe you alluded to it a little bit with embryologists thinking about how their purchase patterns shape what's realistic and not. The question I have for you is, as you're implementing these solutions to scale and ensure quality, what do you run into frequently that you just want doctors and embryologists to think more about? That


    if they were thinking about the issue in this way that things would be easier and and they'd be able to see more benefits from it.


    Amy Jones (33:18)

    and communication regarding...


    how the patient workflow, how the patient journey, the start to finish from when they walk in the door when they leave the IVF lab. think that we have a great system in a few of our clinics where we sort of have a triad of the nurse manager, executive director, and lab director working as a team. And I think that benefits


    not only the company in the bottom line, but also the patient. Because these three important components are communicating with each other and are aware of. ⁓


    of risks and how one risk affects the other department.


    Griffin Jones (34:01)

    Am I inferring too much by picking up that they're too siloed that very often it's we're worried about what is immediately in front of us and not how it relates to everything else.


    Amy Jones (34:14)

    Absolutely.


    Griffin Jones (34:14)

    How have you in the past gotten them to see how what happens in another area of the practice or the company is relevant to them and vice versa?


    Amy Jones (34:27)

    I mean, I think being present and overly communicating. So go to the meetings, participate in the agenda, communicate, overly communicate, and be open to...


    to questions and criticism. You just have to be. if...


    Griffin Jones (34:43)

    Is it more that


    part? Because I feel like I feel like over communicating wouldn't be a problem for them. Aren't people just dying to tell you what they need, what they want more of? See more of the problem being them seeing what the rest of the organization needs.


    Amy Jones (34:54)

    You know embryologists, right?


    Embryologists are perfectionists. so, you know, we, before we talk about anything or communicate anything, we want it to be perfectly laid out. And if it's not, we're just kind of, you know, tend to hold back. So getting the embryologists, getting the love directors to come out of their shell.


    a little bit and also be open to feedback.


    from other departments.


    Griffin Jones (35:25)

    I'll be getting feedback from you, Amy, as I build out our database, I'll be coming to you saying, is this important? What else should other information that we should we be getting and staying in touch? And I appreciate you laying out the framework for us today. Amy Jones, thank you very much for coming on the Inside Reproductive Health podcast.

    Amy Jones (35:48)

    Thank you so much for having me, Griffin.

Amy Jones
LinkedIn


 
 

266 Break the IVF Cartel. Francisco Arredondo & Robert Kiltz

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


What’s the definition of a cartel, and has the way we pay for care created one in fertility?

This week on Inside Reproductive Health, two practice-owning REIs with very different models join Griffin to push that question hard. Dr. Robert Kiltz (CNY Fertility) and Dr. Francisco Arredondo (Pozitvf IVF & The IVF Academy) dig into the economics, the ethics, and the possible alternatives to the status quo.

They discuss:

  • Dr. Arredondo’s argument that today’s IVF system resembles a cartel (and what can be done about it)

  • The right question to ask about access and cost in IVF

  • How insurance helped create today’s medical-industrial complex

  • Dr. Kiltz’s meeting with HHS leadership and what it revealed

  • Lessons from Aravind Eye Care in India (Could that model work for IVF?)

  • What the IVF Academy is teaching clinicians about entrepreneurship and sustainable practice

This episode doesn’t offer easy answers. It’s a clear-eyed conversation about structural incentives, mission, and what it will take to make IVF more affordable and accessible.


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  • Paco Arredondo (00:00)

    You know, what is the official definition in the dictionary of a cartel? An association of manufacturers or suppliers with the purpose of maintaining prices at a high level and restricting competition. Okay. And nobody in our industry intentionally believes that because when we went to medical school, we went to medical school to do good, to help other people. What incentive does it makes for us to go and try to make something a lower price. Number one is because it's the right thing to do.


    Griffin Jones (00:40)

    What's the definition of a cartel? How did insurance create the current medical industrial complex? Can not-for-profits make IVF more affordable? My guests are two REIs, two practice owners in different parts of the country that are two of the leaders in providing and scaling affordable IVF. One's Dr. Robert Kiltz owner of the largest independently owned fertility center in the United States by volume, CNY Fertility, and Dr. Francisco Arredondo, founder of Pozitivf and the IVF Academy in Texas. They discuss...


    What is the right question to begin with? They discuss the history of the insurance driven medical industrial complex. Dr. Kiltz is meeting with HHS Secretary Robert Kennedy's undersecretary.


    Dr. Arredondo's visit to one of the largest providers of eye care on the planet, the Aravind Hospital in India, and how we can adapt that model to fertility care.


    Dr. Kiltz' views on faith, money, and service. What they're teaching clinicians about business and entrepreneurship at the IVF Academy.


    CNY Fertility converting to a not-for-profit as a part of Dr. Kiltz's legacy planning?


    And Dr. Arredondo's take on IVF's current state as a cartel, even if unintentional, what can be done about it?


    Dr Rob Kiltz (02:51)

    I think if we can inspire more people to move into this space, that's the better because there's infinite opportunities to help more and more people.


    whether it's IVF or IUI or nutrition or mindset, these are things that are important. But we know that IVF has a very powerful improvement in success for so many people. My mission at CNY Fertility is again, let's grow the pot.


    here for more people to be able to do that even by simply talking online about these methods and inspiring people to join us.


    Griffin Jones (03:32)

    But that's not all you're doing, Robin. You are reaching hundreds of thousands, maybe even more people with your fireside chats, with your different social media. You are educating a lot of people. But you've also built an entire system to make IVF more affordable.


    Paco Arredondo (03:47)

    Yeah, I think.


    Dr Rob Kiltz (03:47)

    Well,


    we're certainly doing that. And I know Paco is involved in this also, that we can do it by just doing it. This is this idea that we're trying to get the government. I recently went to a visit with Dr. Fink, Undersecretary in the HHS under Kennedy. And they're not looking to suddenly, you know.


    make a bill that IVF is going to be covered for everyone, the people have to do this. And that's what I went to say is, listen, we at CNY Fertility are diligently involved in how can we help people get pregnant naturally first? And then if they need assistance, how can we make it more accessible and affordable? We need to be doing that together.


    Paco Arredondo (04:32)

    I could not agree more and ⁓ Rob is kind enough to mention me, but Rob has been doing this for a while and he has been certainly the leader in more ⁓ affordable and it's important to mention that affordable doesn't equal lower quality, it means higher value.


    But what Joshua said, it's super basic. Number one, fertility should not be seen as a luxury. It is a human right. Number one. Number two, it's one of the most powerful preventive medicine tools. People don't get that IVF, is the most powerful preventive and cost effective preventive tool.


    as good as vaccines, we can prevent billions of dollars utilizing PGTM to avoid genetic diseases. So no longer anybody should see this as a luxury. Having a healthy child should not give the wallet a heart attack. And


    the importance that Rob and other people have been doing to try to make it more accessible, it goes under a very basic premise, which is what good is science if most people can't afford it? We've been, you know, we've been


    When we began doing IBF in 1978, my first presence into IBF was in 1989. I was a medical student. Pregnancy rates were 5, 10%, 12%.


    And actually, by the way, that's the reason why people compare IBF to IUI, because at that time, you know, sometimes I was even better. Right. But nowadays, we are in this activism that we are comparing to things right now. Let's don't fool ourselves. The most effective tool that we have is IBF. And we just need to make it more affordable now.


    Going to what Rob mentioned about government interventions. Just give me one, two minutes. We have to get into this little rabbit hole that is important, which is health insurance. Everybody knows that IVF should be covered by health insurance and government mandate. It would be nice. You have to understand the history of health insurances.


    Health insurances were nonexistent before World War II. They were not health insurance. So why health insurance appeared? Well, after post World War II, there were no workers. So how do we retain workers? What is the most catastrophic financial thing that they have? Health care. 80 % of them till this day that goes in people that go into bankruptcy go because health care issues. So


    Dr Rob Kiltz (07:19)

    Mm-hmm.


    Paco Arredondo (07:21)

    Healthcare insurance, so it was never created to control cost, was never created to improve quality, was always created just to prevent financial catastrophe. And in a way, health insurance is the underlying culprit of the medical industrial complex. And two, post-pandemia.


    There's no workers again. Or let's give them health care insurance. everybody has health insurance. by the way, the people that we're going to try to attract is between 25 and 45. Fertility benefit managers. Both health insurance and fertility benefit managers is the right answer to the wrong question. The question they're trying to answer is.


    How can we make more people to pay for IVF? How can we get more people to pay for healthcare? And that's the wrong question. The right question, which Rob has been trying to answer for a while and also a little bit more recently, is how can we make IVF affordable? Different question.


    And when you ask the right question is you get the right answer. I don't know if you know this story about the two monks that were drinking and they were very, very good at drinking. And they go and says, you know what, we have to tell the bishop that we have to tell the bishop that when we drink, we are such more persuasive. We should he should let us drink and pray at the same time. Yeah, let's go and ask him the next day in the bar. The two priests get together and says,


    Did you talk to him? Yes, me too. What did he tell you? He said, oh, he told me no. He says, what? He told me yes. What did you ask? He said, well, I asked him if we could actually drink while we pray. And he said, absolutely not. What did you ask him? He says, well, I asked him if.


    we could pray while we drink. I said, anytime is good to pray. Absolutely, you can do it. So how we the industry has avoided the right question that I think Rob has been trying to answer for several years by now.


    Griffin Jones (09:33)

    By answering the right answer to the wrong question, is the contrapositive also true? In other words, are they giving the wrong answer to the right question? Are fertility benefits managers making or going to make fertility care more expensive, just like how the insurance industrial complex made many expensive?


    Dr Rob Kiltz (09:57)

    Well, let me back up just a little bit. We know that in general, the health of humans around the globe, and we're talking specifically in America, is getting worse and worse and worse. So we're getting sicker at younger ages, and the cost of healthcare goes up and up and up. And as Dr. Arredondo mentioned that the single leading


    reason for bankruptcy absolutely is health care debt. And so I always want to step back and say, well, how can we help people be healthier and not even need us? Because that's number one. If we can help more people be healthy, and that's why I talk a lot about nutrition,


    I talk a lot about faith and fasting and I talk a lot about paleo, keto and carnivore diets. Lots of different things you can do in all of this because the leading answer for what's the cause of disease is I don't know. And even as why is healthcare cost so much? The answer is I don't know. And I think really the answer


    is let's help our brothers and sisters, absolutely our children's children's children, because I know Griffin, you just had children, you have young children. I am a granddad now, and I know how powerful this is, but the healthcare costs are rising and the incidence of disease, including infertility, and if you think about it, the canary in the coal mine is reproductive disorders.


    And so we're seeing more and more canaries die in the coal mine, even though you can't smell it or see it or know it. Our job is to recognize that polycystic ovarian syndrome, endometriosis, pelvic inflammatory diseases, and male and female reproductive disorders are on the rise. The American College of Obigyuan recommends a plant-based diet primarily for


    pregnant lactating women, but they also recommend red wine. So back to the priests, the monks asking for alcohol, we recommended ⁓ illogical diet, lifestyle that may be the biggest cause. So let's start there. And then, and I know Dr. Arredondo is working like myself to train nurse practitioners, physicians assistants.


    and other doctors, not REI board certified specialists to provide the services that we need an army of people in order to reduce the cost. Limited numbers, the specialty stays special and the costs stay high.


    We need to train every human being to understand nutrition and healthcare and how to be healthier themselves, take control of that, have the ability through Dr. Arundando's practice or my practice to get every test they want to understand why they're infertile and then how they can take their own healthcare in their own hands. And through the power of the people to bring the cost down because right now more and more people that aren't


    not doctors are controlling health care. And so let's give the power to the people and help them understand it and invest in all sorts of health care themselves. And then making fertility care and specifically IVF more affordable and accessible by opening up to training more people and make it easier and more accessible and affordable for everyone.


    Griffin Jones (13:40)

    making note of those two buckets, there's the operational level of making fertility care more affordable, the APPs, nurses, OBGYNs, and the way you structure your practice, there's a societal level of preventative medicine, of education, of diet. And I want to come back to each of those. And maybe we will even in this conversation, but Paco is the flip side to what you were saying of answering the right answer to the wrong question is the flip side of that are the employer


    managers making our ART more expensive or are they going to?


    Paco Arredondo (14:13)

    It would be


    silly at this moment for me to criticize people that are trying to do what they believe is the right thing. And I think they're trying to, know, the healthcare industry when it started was a good, with good intention. Fertility benefit management is the good intention, but we're not addressing the root cause. Two things on what you said and what Rob mentioned to us. There are...


    In medicine, there's three solid pillars, preventive, curative, and rehabilitation. And there is no question that the most cost effective of all the medicines is the preventive. I just made the argument that preventive genetic diseases will save billions of dollars, and we have the math to prove it. The same way that good lifestyle, good nutrition,


    and all these will prevent. And if I can criticize our industry and our group of physicians and institutions is that we've done very little in the preventive and we know what are the preventive things for fertility. There's three or four. One, no smoking. Two, abnormal weight, up or down. Three.


    The biological clock, in other words, once more, preventive medicine, freezing eggs. So all those are, and the fourth one is sexual transmitted diseases. Those are the four underlying culprits that we can have control as an individual in society to significantly reduce infertility. On the other side of what you mentioned,


    is a lot of our colleagues are very afraid. I think it's, you know, the momentum is changing and I like that because, you know, at the beginning some people are criticizing and then, you know, first they ignore you then criticize you and then, you know, everybody wins. OB-GYNs, nurse practitioners, physician assistants will not, let me emphasize this, will not replace reproductive endocrinologist.


    But reproductive endocrinologists that use OBGYNs, nurse practitioners, PAs, will replace the REs that will not use those people. Because it's impossible for the demand that we have to satisfy, with the supply that we have, to satisfy the demand that we have. So, you know,


    instead of acting out of fear and scarcity we should think in abundance we can do this and who needs to make the rules is the REIs and if we don't do them somebody else will and like Rob said a lot of people that don't know anything about medicine and are making those decisions


    Griffin Jones (17:07)

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    high quality generic medications like Ganarellix and Setrorellix. By lowering financial barriers, clinics see fewer treatment dropouts, higher completion rates, and improved overall outcomes. And it's not just better for patients, it also means stronger practice performance and expanded revenue opportunities. Meitheal Fertility is actively building a pipeline to broaden access to across fertility care. Learn more about their current portfolio and pipeline and what's next at


    meithealfertility.com. A lot of the changes you guys are talking about at the operational level and the societal level seem like a lot of it can be a lot of work. And one of the reasons for doing all of that work might be, well, they're going to make IVF either insurance payer or mandated or government payers and really lower the margins. Therefore,


    we've got to have something that's more efficient. so we've got to start working on the positive IVF models and the CNY fertility models because that's the only way it's going to be viable. To your point, Rob, if Kennedy's undersecretary at HHS is saying, yeah, we're probably not going to do that IVF mandate after all or anytime soon, then what's the impetus for making all these changes at the operational and society level? If somebody can just make


    a really good living doing the way they've always done it.


    Dr Rob Kiltz (18:51)

    Well, I think the biggest problem has been the limited number of REIs, reproductive endocrinologist fertility specialists that are trained.


    and they've cut back on the numbers over the years and the supply and demand, it's just the standard economic curve, right? If the supply of specialists is low, demand is high, the costs are higher. And we've been training gynecologists


    nurse practitioner PAs for years and even nurses that become the specialists who doing IUIs and ultrasounds in the practice or helping manage much of the system that I think if you look at all other areas of health care


    nurse practitioners and PAs are utilized tremendously doing many more ⁓ complicated procedures than we allow them to do in reproductive medicine to the point that I think our specialty is really coming hard out against it. But it's gonna be pushed back.


    because of the needs and the costs. And the truth is everyone else is doing it. Why should our specialty be any different? the, we, our job at CNY, my job, I went into medicine not to make money. I went into medicine for a mission to help people. But what I found is that the mission seems to be more about profits than people.


    And I want to maintain my purpose as a doctor is how do we help more people? And that's why I've integrated Eastern and Western ideas together, not to throw one out as good and one as bad.


    but to bring them together, let me help you conceive naturally or become healthy naturally. And then at the same time, through the CNY fertility system where we're training internally.


    And also with Dr. Arandondo's practice and Dr. Magarelli, who's been part of that for us in the past and I know through others and Pinnacle I think is working on training program. Kind Body has been doing that. It's good to see, but we need to bring them in. Right now.


    Colorado and SRM or I don't know who else is involved. They're trying to stop a qualified physician assistant from doing what she's trained and qualified for. And we think that's wrong. And we're going to continue.


    Griffin Jones (21:36)

    Can


    you tell me more about that? I'm not familiar with that.


    Dr Rob Kiltz (21:38)

    I think I'm going to leave it as my statement I've made. It's happening in our communities where we're trying to prevent doctors and even trying to prevent gynecologists who are duly trained. And in my case, my nurse practitioner or PA is far more experienced, has done more retrievals and transfers than the majority of REs out there. And a specialty from training programs.


    And so our job is to train, qualify people that can do this under the proper training programs that we should be able to give power to more people to provide the care. And in our case, we're trying to lower the price even more. so we need to be, and what's happening is the community is pushing for this. And we want to make that happen through CNY fertility.


    Paco Arredondo (22:30)

    Yeah. A couple of points there. One is for those in our field that are very evidence-based, there is solid randomized controlled trials that embryo transfers by nurse practitioners are exactly as good as a fertility specialist. Several. Or better, for sure. So, evidence-based tells you that.


    Dr Rob Kiltz (22:50)

    or better, or better.


    Paco Arredondo (22:56)

    Number two, let's say that tomorrow with a magic wand, we make everybody able to pay for IVF. We don't have the people. We don't have the people. And partly not in an intentional bad effort. And I want to underlie that. It's not in a bad effort that one person or a couple of people done, but


    You know, I hate to do this, but I will have to I'm going to say it because I've been trying to say it for a while. When I said this to a lot of people. People get angry at me. You know, what is the official definition in the dictionary of a cartel?


    association of manufacturers or suppliers with the purpose of maintaining prices at a high level and restricting competition. Okay. And nobody in our industry intentionally believes that because when we went to medical school, we went to medical school to do good, to help other people. Let's get back to that group.


    let's get back to the route that we are here to help others. And your original question Griffin was what incentive does it makes for us to go and give something or try to make something a lower price. Number one is because it's the right thing to do.


    is the right thing to do. But number two, the reason is difficult. You're getting into the core of what the innovator's dilemma is. The innovator's dilemma, know, Toyota comes with the Corolla at a lower price and GM and forces. Should I go and defend that low cost or should I make more SUVs that have a much bigger margin of profit? That's what they did in Toyota.


    kept that. And now Toyota is suffering exactly the same. Why should I go and defend that part with Kia and Hyundai when I can have the privilege of fighting with the Lexus, with the Mercedes-Benz and BMW? So the core of the innovator's dilemma is this. There's three types of innovations. One,


    Sustaining innovation when you have a product and you make it better and better and better when you have IBF that it was a 10 % and now we are at 60 % That's sustaining innovation. But in a sense we as an industry we've been polishing the same Ferrari For 47 years the second type of innovation which Rob is an expert and the second to one of them is efficiencies


    which entails everything that you mentioned, utilizing nurse practitioners, PAs, OBGYNs, making the things faster, do not use things that you don't need, do not upsell just because you want to upsell, be transparent. If somebody's the leader on transparency and putting all the prices in a website, here's my guy here on the left, which I can tell you that I copy that from him.


    So is it transparency or having the prices out there? So that's the second, efficiency. And the third one is developing new markets, going after the non-consumers. So when patients, and I tell them our approach to other colleagues, my colleague says,


    My patient will never tolerate not seeing me every day. My patient will not tolerate seeing a nurse practitioner. Yes, your patient. My patients in this sense now, they are grateful. Before, when I used to practice the boutique ⁓ IVF, people demanded my expertise. Now people take it as a gift. They are so grateful and they don't have that many demands.


    So those are the three.


    Griffin Jones (26:50)

    You're saying because and Rob can speak to this. People are assuming that the alternative to not seeing the doctor every at every visit is seeing the doctor at every visit. But the alternative for the vast majority of people to not seeing the doctor at every visit is to see absolutely no one.


    Paco Arredondo (27:07)

    Mm-hmm.


    Dr Rob Kiltz (27:09)

    The world is changing. Our good friend at Sama Fertility, SARTech, who's spearheading home vaginal scanning. The testing world where it's all going to be home testing on your devices is growing. Home inseminations are growing.


    with Josh Abrams work and creating the automated IVF laboratory of basically a robot that does tremendous amount of work. So you'll need fewer embryologists in the lab. That's coming. Healthcare controlled by the consumer is coming. It's already there in many ways. Many people are touting themselves as a ⁓ coach.


    a medical coach, a fertility coach, they're giving information that used to be at the control of the doctor world. It's changing right now. And we either join it and be part of it to also participate in how we can make it easier and more accessible and affordable for people to have home care access.


    And that's where I think is really big in the supplement world, the nutrition world, the meditation world, the sunlight therapy or red light therapy or acupuncture. So many of the things are expanding.


    and are going to leave us behind unless we immerse ourselves in learning more about these things. We provide nutrition and acupuncture and all sorts of other modalities, but we also do strictly telehealth. We have our health care coaches that are available for our clients to get access in.


    My nurses have been doing monitoring for 25 years with us and more so and you may be able to say, listen, I want to go to the boutique. Those should and will continue. But we're also at the same time saying, hey, listen, people say, I want you to to my ultrasound. I say, I don't do them. My nurses have more knowledge than 99 % of


    Paco Arredondo (29:01)

    It's fun.


    Dr Rob Kiltz (29:15)

    of well-trained and well-seasoned docs out there. Again, I always, you know, why did you get into medical school and someone else not? Is because you're smarter than them? More capable than them? It has nothing to do with that. The same thing with getting a fellowship. There are only so many slots. So what the world is doing with the new technology of these devices is giving people the access that nowadays,


    our clients, our patients control what meds they want, when they want to trigger, how they want things to happen. And we're very open to all of that. And which I think, again, we're talking about making something accessible and affordable. It's going to happen without us and healthcare because you're talking about generic medications.


    Our ability to get, mean, medication world, the pharmaceutical world is way too costly and it should be much less. Well, maybe we should look at more natural cycle IVFs, not even all these medications. You know, even when it comes to PGT testing, is it required or necessary? It's not. Again, the majority may be able to do something so simple where they're calling us and saying, you know, the system is going to be all AI, robotic.


    They're gonna self schedule their retrieval. I mean, we're just gonna show up currently and retrieve the eggs. The robot's gonna help create the embryo. And our current method is a technician is gonna put the embryos in the uterus.


    Paco Arredondo (30:48)

    Yeah, when we talk about these three levels and the fear of competition. So every market has three levels, top, medium and low. Ritz Carlton, Four Seasons, Windham Holiday Inn Express, Motel 6. And you can go Ferrari, BMW, Mercedes, Toyota. Well, currently in our business,


    Most of the practices in the affordability sections are risk-altering four seasons. The rest are homeless, not even a tent. Homeless. So if you, and even us, and I would say, I would argue even Dr. and myself, that we give ⁓ cycles at half or one third the price of other centers.


    we are still not affordable. I'm going to give you one statistics. 2025, 59%, six out of 10 people in United States cannot afford a $1,000 surprising expense. Let me repeat that. 60 % of the people in the United States do not have $1,000 in the bank. Let that sink in because when I


    discuss with colleagues and tell me, well, you know, it's only $2,000, $3,000 more. What are you talking about? We live in a bubble. What are you talking about? Most of the people can't afford that.


    Dr Rob Kiltz (32:20)

    Well, one of the things we've done is we've created self financing. We finance everyone. We don't do a credit check on anyone. we've done well over the years. People need some assistance and they have to postpone their payment for a little bit. That's worked out wonders for our system. And I think that we need to be making, I mean, the standard percentage,


    for financing. mean they're charging 20 % for financing which is outrageous and you know we need to be doing it much better in our standard medical system and it would be nice and and and this is something we should let's create it. Craco is is ⁓ the society of affordable fertility care and and ⁓ invite others to be part of this to share the ways of doing it and and open up I invite


    Paco Arredondo (33:11)

    Not a happy day.


    Dr Rob Kiltz (33:14)

    Anyone wants to come visit my center, you know, Parker came. I have nothing to hide. And, and, ⁓ the more we open up to teach more people how to do it. That's the beauty.


    Paco Arredondo (33:16)

    here.


    Yeah, so that's actually very consistent for us. You know, when we created positive, the vision was very clear. Number one, having a healthy child is a universal human right. We want to accomplish that vision with two missions. One, having as many clinics at more affordable rate.


    and two, creating and sharing knowledge. And that's what we create the idea of Academy and everybody we don't train people only for us. We train people for everybody. So anybody it's open. But talking about, you know, dovetailing this to something that I was talking to Griffin before the we started is that in the efficiency levels and your model remind me. So I recently went to India to visit Aravind. Aravind is the largest


    hospital in the world they do like three to four million cataracts a year you pay whatever you want and 50 % of them is free and on top of that every year they do 85 to 87 million in surplus


    And they are actually a nonprofit. they just reinvented, they reinvested and they have created a new hospitals. But the way they did is by creating their own lenses, create their own this. Right now, the cost of medication is 40 % the cost of the whole IVF for you or 50. It's just ridiculous. And medication that has been in the market since 1960,


    Dr Rob Kiltz (34:54)

    We are creating a non-for-profit.


    CNY Fertility is converting to a non-for-profit along with our parent company, Kiltz Health, with the pure intention of how to provide more care for more people at a lower price. And again, always instilling quality into that mix. We can do a lot better. And as you went to India, where I think they do many other types of practice of medicine,


    and


    more efficiently. We're very inefficient, our systems. can do much better in integrating AI and robotics, but we want people to go to work. People, that's the most important thing to me is helping more people provide the services and training, creating.


    the academy, the university, and that's what we're really ⁓ focused on. I'm soon to turn 70 and it's like, well, what's going to happen when you're gone? I see it just keeps going. Just keeps going. We're here to do what God has gifted us to do. Help our brothers and sisters around the globe have a vibrant, healthy life and build families because, you know, that's really the foundation that so many people are suffering from.


    postponing it or, you know, unnatural lifestyles, both what they put in their mind, in their mouths and how we're all living. We're going too fast. We've got to slow it down.


    Griffin Jones (36:19)

    For every fertility practice, the biggest hidden loss isn't clinical, it's financial. When patients abandon treatment because of high medication costs, you're not just losing cycles, you're losing revenue, efficiency and long term growth. Meitheal Fertility helps practices change that equation by offering affordable, high quality genetic generic medications like Ganarelex and Setorelex. They reduce patient drop off and keep more cycles moving forward.


    that translates into higher conversion rates, more completed treatments, and a stronger bottom line for your clinic. Plus, with a growing product pipeline, Hall is positioning practices to capture a broader market and expand revenue streams without compromising quality. Don't let cost be the barrier that stalls both your patient's journeys and your practice's performance. Visit meithealfertility.com. That's meithealfertility.com.


    to learn how to strengthen your business through affordability. did I hear you correctly that CNY is converting to a nonprofit?


    I was talking with someone and don't ask me who it was because I honestly don't remember who it was and they were saying it like a compliment. But they almost kind of said it as a throwaway line and we were talking about models for affordable IVF and they're like, oh, then they're CNY but that's basically a nonprofit. whoever it was meant it as a compliment. But now you actually are becoming a nonprofit. Tell us about that.


    Dr Rob Kiltz (37:47)

    Well, the whole, let's see. So Kiltz is gonna die. And then everyone's like, what's gonna happen when he dies? Well, we're gonna divide it up and everyone's gonna, I said, who should get anything? Nobody. We're here for healthcare, help care. And I've always, that's been my life since I was a little kid. And so...


    I've committed, I've sort of like, I've been working my brain on this. Everyone's like, what's gonna happen? We gotta do all this estates and trusts. And I'm like, like not for profit, just do it. And so we're working on, not for profit is for the profits of people, not for the cash in the bank, but the creation of our...


    our brothers and sisters. That's why I am here and what I've gone into. I live a very good life. And that if we can give back to continue the mission so that it's not gonna be disabled and be thrown into the junk yard. Now, I always say when I'm dead, something will happen. But if we have some control,


    of creating a non-for-profit of St. Jude's, of the Shriners, many other healthcare systems are doing that, that we are here where the profits are all put right back into the mission of what we're doing on both the pharmaceutical side, the surgical side, the nutritional side, you know, all the healthcare sides that we're putting into. That's what I'm committed to.


    to doing before I go and that it continues when I'm gone.


    Griffin Jones (39:25)

    My impression, maybe I'm wrong about this, I don't know if it's fact based, but that the most sustainable type of organization is a profitable sole proprietorship or privately held business because profit is what sustains a business. Now you've listed some nonprofits that have been around for quite a while, but then there's lots of nonprofits out there that they struggle to get funding or they spend too much and they can't be viable. Is this going to be more viable, less viable? Do you have concerns about that?


    Dr Rob Kiltz (39:51)

    Well,


    so exactly this setup we're all working on, there's, look, if you don't sustain profits, you will go. And if it's just asking for money in order to keep you, that's not the intention here. The intention here is that we continue to sustain the profitability of the company. And we're also able to sustain between certainly donations,


    I mean, what's the best investment we can all do into our health care and family building? But it isn't in order to say, look at how much money we're all making. That is not it. It's really to say, look at all the families that we've helped grow and improve in this world. We do, we have given away millions of dollars of healthcare over the last 25 years plus. One is we don't get paid by a lot of insurance companies.


    They're the number one companies to ⁓ fault us on paying us, by the way. And then there's going to be always individuals that can't pay us, and we don't send them to collections. We do our very best. But we maintain our $4,000 standard IVF for a long time. And it's worked nicely for us.


    I'm working on $3,500 and things, yeah, profitability. I I own and run all of CNY Fertility, technically. I didn't get a degree in economics, but I'm a voracious reader, learner, I'm a doer. I just go to work every day and if I don't know, I ask people like Dr. Arredondo, Griffin Jones, and I ask many other people at all levels, our colleagues, how do you do it? What do you do?


    I've I've gone to Tony Robbins, Jack Canfield. I'm a voracious reader of economics and business. But the number one thing I've learned more than anything is positivity. Positiv... Look at you have to be positive. You have to have faith. have have faith. faith is the bird that flies and sings in the darkness of dawn.


    Griffin Jones (41:49)

    Hehehehe


    Dr Rob Kiltz (42:02)

    and recognizes that faith is the light that shines on all of us, right? And so I think that's another thing that we're missing in healthcare and in our lives is faith in God within all of us. Whether you're Buddhist, Muslim, Christian, Jewish, Hindu, atheistic, it doesn't matter. Those are the things that we need to bring together.


    and to bring about the ⁓ profitability of our lives, which isn't money in the bank. And by the way, have you ever been to the bank and seen your money?


    Paco Arredondo (42:37)

    You


    Griffin Jones (42:39)

    not all of it


    Dr Rob Kiltz (42:40)

    There's no money there.


    It's all a mindset. That's why when we go to these meetings, we work positively with everyone, all sides. We want to uplift all of us. Again, there's always going to be the Ferrari, the Lexus and the Toyota or whatever it is you want to consider because we all work together as brothers and sisters. That's the most important part here. I'm not here to break anyone apart.


    I want us to work together and we need to do better at that.


    Griffin Jones (43:14)

    Speaking of sustainability and scalability, Pakka, when you talked about the Airvin Hospital in India, I can already hear people saying, yeah, but that won't work in IVF. Because the second you change one thing, that gives people carte blanche to say, that won't work. The IVF patients in Houston, they're nothing like the IVF patients in Dallas. That would never work. And so I can already hear people saying, that's cataracts. That's something where people are following.


    a much more replicable model. There's too much variance in ART. How do you respond to the notion that we could never do something like that in the fertility space?


    Paco Arredondo (43:52)

    It's a pity excuse because you're not going to copy things. You're going to get inspired by them and the principles that they have proven evidently, which is by being efficient, by doing more with less without ever compromising quality and safety.


    They have proven in that field, in that area. And actually, this was a conversation with the main director of Aravind. says, we have learned, they've been 50 years doing this. And we have learned that they have eight hospitals now in India. We have learned that the philosophy of Madurai is not equal to Chennai. And we have to adapt. So what I'm saying is nonsense.


    You can adapt things, you're not going to copy things. But just saying that that will not work here is a very cheap excuse not to try something that has been proven to work. I mean, you have to adapt it. Even the most standardized companies have to adapt locally. McDonald's sells McLaughster in Maine and Chorizo Con Huevo in San Antonio.


    So I think you have to adapt to the people, but the principles are the same. And I'll tell you this, Arabin has the highest outcomes than anybody in the world. And you look at it, it's so humble, place. And I have to give you one piece of data. An average doctor in the United States does 300 calories a year. The doctors there do 1500.


    It's so they just doing I've seen it with my own eyes in four minutes. They change a lens in four minutes and Seamless So I would say it's an excuse we should try and maybe and maybe they're right But then we are trying then we we pivot we do this we do that but just like Rob says we're doers We don't wait for Go ahead


    Dr Rob Kiltz (45:55)

    There are three people in the world. The watchers, the complainers, and the doers. And essentially, I'm not here to ask anyone to do what I'm doing. I'm just gonna go do it. It really is, and I don't complain about anyone doing anything. I think we have an amazing, amazing world we live in with amazing creators. And so the real trick here is just go create.


    and build something that you'll look back and like, whoa, I love nature and history. And I was watching something on Smithsonian channel. loved it. About Alexander von Humboldt, amazing. About the SS Beagle and Charles Darwin. And then listening and watching about


    the ancient peoples of the British Isles, Ireland, and the ancient, ancient history of what they built and getting back to the builders. They had rocks, they had dirt, they had many...


    They had many things that from nature at their disposal and they just went and began to do it. And like anything else, I found myself in need of doing something. So I took the resources I had and began to build something. And there are gonna be many infinite more people doing things similar to us and more. We'll be looking back like, whoo.


    Griffin Jones (47:25)

    Let's talk to some of those doers that are listening. I'm thinking of the younger physicians. Maybe they're still in fellowship. Maybe they're even in residency and they're applying for fellowship. Or maybe they already work in the space and they are looking for something more or something different, something more mission driven. There's probably a lot of people, the investment bankers listening to this, Rob, that when you're talking, he's talking about God and love and...


    not making all the money he can. Skip, skip, skip, skip. But I also know that there's a lot of people listening to this. saying, now that sounds like the life that I want to live. So for those younger doctors, younger clinicians, younger embryologists that are mission driven, where do they fit into all of this?


    Dr Rob Kiltz (48:09)

    Well, number one is my bankers are my best friends. 25, 30 years ago, I took an Excel spreadsheet, wrote a business plan, went to the bank, borrowed $150,000, and I started CNY Fertility. And I still go and borrow money to invest in equipment and brick and mortar.


    My P and VC buddies are my good friends. go to those meetings and I talk. It's just another way of doing things. So I would say that OPM, other people's money, I borrow money. I borrow millions of dollars. But if you're thinking fear, well, you may not be going in the right area. You have to have faith first. You move in through life and...


    You know, it's everything life is transactional. There's nothing that isn't transactional here. We all borrow something in order to pay back something because that's life relationships, our homes, our cars, our food or everything. So I would say that, you know, go visit different places, meet the people and say, hey, that's what I want to do. And then go about doing it or working with someone. I mean, we're we're here, you know,


    I run the business a lot, but I also love just doing the practice of medicine, letting other people do the running of the business in so many ways. So I think a lot of it is, I didn't start off this way, I failed, failed, failed, failed. You know, those are the things, or I didn't like, or something pushed me and rubbed me the wrong way. But I'm a workaholic and I love work.


    And I think work, we're born for work and your bankers are important and the investment people are important. It's just a matter of how you want to measure it. There are plenty of people loan you a billion dollars or some number in between in order to go create. And so, but you need to take some risk and understand your, your, you're not.


    You know, I take all the risk and I understand my risk. I'm, okay with it. I've learned that you must lead with risk, but I would say that like anything else, there are lots of different places you can work at CCRM or, or, or, or Pinnacle or CNY fertility or, or ⁓ a positive idea. You could work at all these things.


    You might even work with someone and say, you know what, I want to work for myself eventually. But you got to ask. This is why one of my favorite books is The Success Principles by Jack Canfield. I highly recommend all of us in medicine, I don't care where you are, read the books, listen to the books on success and business. Blue ocean, red ocean about it's a pie that's infinite, not limited.


    And so we're all basically the same, but we're different. And I would say go visit. And the more nos you get, but you keep on asking, you're gonna get that yes. And you just got to keep on asking. I've had a number of people come visit me. I visited them.


    We're all working together. Boston IVF are my good friends. CCRM, Pinnacle, Shady Grove, we're all working together in this because it's not one or the other. It's all of us together. And if you want to get an MBA degree, go do it. So much online, but you know, it's like, accept a lot of nos to get to your yeses in life. That's how I sort of get into it.


    And if you don't like one thing, do another.


    Griffin Jones (51:48)

    Paco, I'm going to phrase the question slightly different for you as we were talking about the current state of IVF being a cartel and you're not saying that that's intentional that people got together in a room and said that this is it just sort of it just sort of ended up that way and so you've been giving suggestions from a place of love and productivity to break that cartel for those younger docs, younger embryologists and younger clinicians.


    Paco Arredondo (52:00)

    Yeah, I know.


    Griffin Jones (52:16)

    that are starting to make their career, or they've still got 20, 30 years left in it, how are they going to break this cartel?


    Paco Arredondo (52:23)

    Well, I think the first thing is for them to look inside, just like Rob was saying, is who I am, what do I want to do, what risk I am willing to take, and prepare myself to follow my dream. And with all the knowledge that we have in our field,


    When we are prepared to jump, a lot of us physicians, which our software of the mind has been not intentionally once more, but because of the way architecturally we are created through the process of ⁓ schooling, we are not risk takers. We're actually risk avoiders.


    And it's okay as long as you know which role you're playing. You're playing the physician. You have to first do no harm. If you are playing an ⁓ entrepreneur, you know, you have to take some risks. this is the mindset of the entrepreneur is totally different than the manager. And both are equally important. An entrepreneur, when they want to break


    this ⁓ rule, this status quo, you have to break rules. You have to think different. You have to think awkward. You have to do association of ideas from different fields. Once you create the system, now you have to be a good manager and good managers have to follow rules and they have to be disciplined. The entrepreneurs cannot be disciplined.


    So that's why a lot of the startups, when they go from zero to five, the mindset is totally different from five to one thousand. And why a lot of the startups, entrepreneurs are never good managers in their own company. There are rare occasions when you know which hat you're using and then put it on, remove the other one, put the other one.


    And so what I would say to specifically answer your question is see what you want. And that's why in the IBF Academy USA, we in our courses and to the people that we train, nurse practitioners, the PAs, the OBGYNs that we train, we not only give them all the reproductive endocrinology for IBF.


    leadership, skills, operations management, leadership, we do marketing, cost analysis, basic financing, things that are super important. And guess how many times they taught us that in medical school, OB-GYN residency, and REI. Zippo.


    Zippo. So we are much more than just physicians. there is something and it's in my book that I learned from my dad is whatever you gain in debt, you losing with.


    So you actually have to read about a lot of things. You have to be prepared things outside medicine. I can tell you a lot of the things that we've done is because we've been reading outside medicine and we're sometimes we physicians are a little bit selfish and egotistic and say, oh, I cannot learn. I'm a doctor. I cannot learn from, you know, the airline industry or the car salesman. I don't have anything to learn from them. Oh, yeah, you do.


    And sometimes just to interact or communication skills will also give at the IVF Academy communication skills, how to build a story, to create a narrative so you can persuade the people properly, ethically. So what I would say to those people is find who you are. Once you understand who you are and what risk you're going to take, prepare yourself and go. I think that a lot of the people don't want to go to


    work for big companies and they want to not to go to Budweiser. They want to be their own microbreweries, but they're scared of how to set up a lab, how to do marketing, how to set up the insurance and all that actually in the IVF Academy we do in order to teach them how to build up your own microbrewery.


    Griffin Jones (56:34)

    I could talk to you guys for another two hours. And so I think someday we're going to have to have an in-person hour session. I love having you guys on the show and look forward to having you back on. Dr. Paco Arredondo, Dr. Rob Kiltz, thank you both for joining me on the Inside Reproductive Health podcast.

PozitIVF Fertility
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CNY Fertility
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Dr. Francisco Arredondo
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Dr. Robert Kiltz
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265 The Leadership Lesson. Dr. Alison Bartolucci & Cara Reymann

 
 

Today’s Advertiser helped make the production and delivery of this episode possible. But the themes expressed by the guests do not necessarily reflect the views of Inside Reproductive Health, nor of the Advertiser. The Advertiser does not have editorial control over the content of this episode, nor does the Advertiser's sponsorship constitute an endorsement of the guest or their organization. The guest's appearance is not an endorsement of the Advertiser.


If you’ve ever tried to get doctors, embryologists, and executives on the same page…you’ll want to hear this one.

In this episode of Inside Reproductive Health, Dr. Alison Bartolucci (CSO) and Cara Reymann (CEO) of First Fertility talk candidly about leadership, lab management, and network-wide decision-making.

They discuss:

– The emotional cost of leading a fertility network

– When to build consensus (and when to just drive the bus)

– The decision to implement digital witnessing across all nine IVF labs

– The “magic question” Cara uses to align stakeholders

– Why First Fertility abandoned plans for a single EMR

– Why Alison swears by using a lab monitoring service (and the business benefits beyond happy embryologists)


Alison Bartolucci Trusts This System. Here’s Why…
When a refrigerator failed, XiltriX caught it immediately - saving the lab.

“Their customer service is second to none. When we needed help, they were on a plane getting us hooked up and troubleshooting right away.” -Alison Bartolucci, Chief Scientific Officer, First Fertility

With 24/7 live monitoring, automatic escalation alerts, and a dedicated response team, XiltriX gives IVF labs an extra layer of security others don’t offer.

Request your free demo to see if your IVF lab can benefit from the same advantages. In your free demo, you’ll receive:

  • A tailored presentation focused on your lab’s priorities

  • A live software walkthrough

  • Real-world IVF case studies

  • An overview of XiltriX’s 24/7 SafetyNet Team

See why Alison and her team rely on XiltriX to keep their labs safe.

👉 Request your free demo today!

  • Cara (00:00)

    How you manage people's expectations can really determine success or failure. We want alignment, but we also have to be realistic that we're not going to get a hundred percent of people on board a hundred percent of the time. And so this idea that there will be times that we have to disagree, but commit is important because what matters is what are we trying to accomplish and does that accomplishment represent, a step forward for the organization, even if it's not the way that you see it.

    Griffin Jones (00:41)

    Ruling fertility practices with an iron fist. That's what I'd do, but I can't get doctors to come work for me for reasons that are probably unrelated. So I talked to two people for whom fertility doctors and embryologists do actually work. And we talk about when and how to build consensus and when and how to say this is the direction the bus is driving in. I think it's the first time I've had the CEO and the CSO of a fertility network on at the same time. I've wanted to do it for a little while. And because of Ms. Cara Reymann and Dr. Alison Bartolucci from First Fertility, I think we'll do plenty more of it. They share the emotional cost of being a leader, the network wide decision to implement digital witnessing in all nine of First Fertility's IVF labs, the relationship between the clinical business and lab executives, including Alison's and Cara's. A magic question. I'm the one calling it that by the way, that Cara asks. to get stakeholders on the same page about an issue. Cara's decision to abandon a mandate to implement one EMR across first fertility. Why Alison thinks the customer service of a lab monitoring service called XiltriX is so phenomenal and the business benefit of that beyond happy embryologists. And Alison's approach to building rapport with her embryologists and lab directors when they were at first reluctant to open up to her.

    Each Dr. Bartolucci and Ms. Reymann deserve their own interview. Don't worry, I will. In the meantime, enjoy this one.


    Alison Bartolucci (03:11)

    I think Cara and I, you know, share the same vision. And that's why when, when, at least when I met her, I was so excited to have the opportunity or the potential at that time opportunity to really have a seat at the table as a lab representative, as a lab director. And our interactions are sometimes very formal and have a clear mission. Other times it's more casual, but I would say all of the above. We talk on the phone, we text, we meet once a week, we meet with other executive leaders, other lab leaders. She's very much in the trenches as am I.

    Griffin Jones (03:51)

    So a good interviewer would have looked up who the chief medical officer of First Fertility was first before asking this question, but let's pretend a good interviewer was asking this question. Are you doing it with your, is it always CSO, CMO, CEO at the same time, or sometimes you're having one-to-one meetings? How does everybody come together?


    Cara (04:14)

    We don't have a chief medical officer. So what we do have is a medical advisory board and we meet with that medical advisory board on a monthly basis. And so other executives in the organization participate in that meeting. And it's really the opportunity to shape the direction of the organization clinically. We really let the lab and our scientific partners as well as the physicians shape the agenda for that meeting.


    And then our administrative team is there to add contact support, take away, know, thoughts, ideas, make sure we can execute on some of the things that they talk about. But it's been a journey over the last two years to really build that part of the organization. I came to First Fertility in 2023. We did not have active teams in these areas at that time.


    So it was one of the first things that we tried to organize around was, what does our medical leadership, clinical leadership look like? What does our scientific leadership look like?


    Griffin Jones (05:18)

    There wasn't a medical advisory board at the time you joined, Cara?


    Cara (05:22)

    There was not. There was an idea of one. There was not a formal cadence of meetings. There wasn't a lot of engagement around that. So I think the foundation was there. And then it was just, how do we actually make it meaningful? And really, what do we want that group to add? What value do we want to learn from that group? What value do we think we can bring to that group?


    I'm very pleased to have a very engaged group, both with the Medical Advisory Board and the lab, and really pleased to see that they come to the table with ideas that, you know, their own. do a journal club, think. What is it, Alison? Once a quarter, the Medical Advisory Board meeting, actually, rather than just being a board meeting, it's a journal club. That was the idea of one of our board members that leads some research in one of our centers. So...


    I think all around it's created a culture of engagement that has created a lot of camaraderie and great value, just professionally, but also for the organization.


    Griffin Jones (06:26)

    How did you decide, how did you all decide on that structure of having a medical advisory board as opposed to, or as opposed to and or a chief medical officer?


    Cara (06:35)

    Yeah, it's a good question. I think it's an evolution. think for sure as we grow, a chief medical officer is something that has been on my radar and I have a desire to pursue that. But I think we were still trying to learn who we were as an organization when I joined. And this has given us some room and some space to get to know each other, to understand what everybody's priorities are.


    to really build our own priorities as an organization. And also we grew really quickly. We almost doubled in size just in a single year. So there was a lot to work through, adding as many new team members into the mix during that period. So one step at a time, and I think we still have a lot ahead of us and are still looking forward to this landscape evolving and our leadership evolving.


    Griffin Jones (07:27)

    So it's part of the evolution. Alison, do you have a scientific advisory board or are you ruling the labs with an iron fist?


    Alison Bartolucci (07:35)

    No, that's not my style. And again, like that was something that ⁓ Cara had envisioned and really formalized as well as creating this laboratory advisory board where the lab gets to come together, the lab directors and even the lab managers as well come together once a month and they are deciding what's important. They're deciding the policies that they want to have implemented across the network. They're deciding what


    vendors they're going to align with, things that are important to everybody. And they're making the decisions and they're making the plans on how to execute on them. What was really exciting for me was that I feared that as we came in as First Fertility, there would be resistance from the lab.


    I was initially a little bit nervous about how they would embrace being part of First Fertility, being part of the advisory board. I have to admit, it was a little bit quiet in the beginning.


    a lot of me talking and crickets. But over time, we really formed these relationships. And what was so telling to me was that everyone actually was really looking for this opportunity to have a bigger community. By design, the lab is, if you think about the physical IVF lab, if you've ever seen one, they tend to be completely. Exactly, yeah.


    Griffin Jones (09:03)

    Not much bigger than a prison cell. I'm pretty sure Scandinavian


    countries have bigger prison cells than most IVF.


    Alison Bartolucci (09:09)

    Yes, there's


    no windows. It's on purpose, isolated from the rest of the clinic. And what happens is that physical isolation kind of drifts into the cultural isolation. So to bring everyone together and sharing these tales of woe, but also shared experiences, it's become this broader community that they


    ask each other, know, they ping each other when they have questions or it's been really great to watch it unfold.


    Cara (09:43)

    Yeah, and I've watched this evolution. And I warned Alison that these first meetings, it's always going to be very quiet. I think people are wanting to know what to expect. They're afraid to engage. And I told her, just keep moving forward. Keep developing a agenda or a forum where people can speak up.


    And then the more they do it, the more they'll speak up. And so I don't attend all of the lab board meetings, but I like to drop in periodically. I do that to everybody. I don't know if they love it or hate it, but I learn a lot from those interactions. And it is remarkable. It's remarkable to see how enthusiastic that team is. It's remarkable to see how much candid conversation they have with one another. And Alison and I, some of our conversations,


    you know, have been, you know, hey, I had this meeting with the lab board, it did or didn't go as expected, you know, what were your thoughts about what you saw? So I think a lot of leadership is just being reflective and unpacking, you know, okay, I took this approach, did it work, it not work? You know, what might have worked better? And that's why I try to spend a lot of my time because I think how we engage with each other matters. And then, you know, it becomes


    It creates that momentum for more engagement.


    Griffin Jones (11:01)

    Alison, when you were having a bit of one way conversations in the beginning, do you think that was because people were thinking, this, she's just going to make us do it her way that this is, they weren't necessarily seeing it as a First Fertility team yet that here's Alison, she's from cars, she's from Yukon system. and so like,


    That's her way of doing things as opposed to our way of doing things. that why you think there was a bit of trepidation in the beginning?


    Alison Bartolucci (11:36)

    Definitely. Definitely in that, you know, almost all of us are total introverts and shy by nature. So that those two things combined. Absolutely. But I think, you know, and that's that's how I felt. You know, that's how everybody feels. And it's completely normal. But, you know, I I think that once the realization occurred that I just like Cara had brought me in to have a seat at the table for First Fertility, I was bringing these


    people in to also have a seat and to really voice their concerns, their perspectives and really make a difference in First Fertility, but that translates to the field as a whole.


    Griffin Jones (12:19)

    Looking back, do you think of any things that you might have been able to do to speed up that process? Or is that just the nature of rapport building? It takes time. It takes you just showing up, doing it, them seeing that they can trust you. Are there any things that you look back at and you think, maybe if I had introduced this practice, I could have started to get the ball rolling a little bit more quickly, or is time just necessary?


    Alison Bartolucci (12:47)

    No, I mean, I think, I mean, we're in different, we're in completely different locations. I think, you know, when you were first asking me that, the first thing that came to mind was like, well, yeah, if I was with them every day and working side by side, like I used to be as a lab director, but that's impossible. Cara really was the one who encouraged me to meet with them individually, one-on-one. So that process evolved, I think.


    if I had been more maybe proactive about meeting with them one-on-one, maybe we would have expedited that process. But overall, I think the way it unfolded was very organic and contributed to the success.


    Griffin Jones (13:26)

    what have the consequences been of the prisoners getting together? Have the riots started yet?


    Cara (13:30)

    I know you always wondered.


    Yeah, exactly right. Will the inmates run the asylum?


    I think the way that we manage expectations is, you you have to be realistic. You're working with groups of people and not just the lab group. you know, everybody wants the outcome that they want, right? But that outcome has to be delivered in the context of a very dynamic environment. So, you know, the lab team might want one outcome.


    the physician and clinical teams might want a different outcome. The network of First Fertility might want yet a third outcome. So How you manage people's expectations as you kind of move through those exercises, you know, can really determine success or failure. I think we try to message at every step of the way that, you know, we are seeking input. We want alignment, but


    We also have to be realistic that we're not going to get a hundred percent of people on board a hundred percent of the time. And so this idea that there will be times that we have to disagree, but commit is important because what matters is not your opinion or my opinion. What matters is what are we trying to accomplish and does that accomplishment represent, you know, a step forward for the organization, even if it's not the step forward, the way that you see it.


    you know, helps people at least be able to feel like, okay, I got to have a say. And more importantly, can you understand where somebody else is coming from? I have this conversation a lot. I've had to have a lot of difficult conversations and I try to tell people, you know, my commitment is you may not always agree with me, but I want you to understand. And I think when you give people those opportunities, you know, everybody in the end,


    is generally a reasonable person. And if you can just establish that respectful culture where feedback is not only sought but appreciated, then I find it easier to kind of get through those difficult conversations where there's kind of multiple different goals and personalities and desires at the table.


    Griffin Jones (15:42)

    That's what makes it hard being in that top seat is that you've got multiple constituents and those needs are sometimes at odds. Your job is to find out where they aren't at odds and to bring them together. But that does require some people to focus on some of their needs more than others or getting them to see the value in the bigger picture. Can you think of a specific example? And you might be limited into how much detail that you can go into, but to the extent that you can.


    What's a specific example you can think of where you had to have one of those harder conversations?


    Cara (16:18)

    can think of many. ⁓ But we've done a couple of things over this last year. We implemented the electronic witnessing system, which Alison can talk more about. But we went through a thoughtful process of how we evaluated the different products that were on the market, what we felt was going to serve our goals and needs. And the word that people like to use, and I never let them get away with this, by the way, and I think it's part of a healthy culture, is people like to show up and use


    Alison Bartolucci (16:19)

    Thank


    Cara (16:45)

    you know, sometimes some language that's not always productive, like, you know, just tell me if this is a mandate. Is this a mandate? Because if it's a mandate, then, you know, we'll just do whatever you tell us to do. And, you know, I just don't let people get away with painting it, you know, with that broad of a brushstroke. We all agreed that pursuing an electronic witnessing system was material, you know, to the quality of the services.


    and the risk management of the organization. And that's what it's about. It's not about whether or not it's a mandate. It's about whether or not this is technology that makes us safer and creates more value. And if that's the goal, then it just comes down to, it going to be product A or product B? And what does it mean in practical reality when we have to actually implement and use those products?


    I try to do my part in keeping people's perspectives coming from the right direction because you definitely, I think, get some of that language and verbiage. But Alison can talk about the process because we also learned a few lessons in how we went through the exercise. And we were communicating in one channel and maybe needed to communicate a little more broadly and in a little more detail to other channels so that they could also


    be brought along and understand. So, know, Alison, maybe you can share some of your lessons learned there.


    Alison Bartolucci (18:15)

    So, I mean, that's actually, it's a good example because the, I was really patting myself on the back about bringing the lab board in and letting them kind of vet the vendors and the products and then make a decision as a group, which they did. And it was really a wonderful process. And the whole point was that, you know, to Cara's point, I mean, it's not about being a mandate. If it was, that's not, that's going to defeat the purpose of


    implementing these systems because if they're not embraced and used as part of the daily operation of the lab, then there's no point, then you're wasting your money. So, you know, it was this great process, but I kept it very much, you know, contained within the lab people, you know, the lab directors, lab managers, the embryologists, the andrology technicians, but, you know, I was really proud of how much I was communicating.


    But the one piece I didn't think about was like all the administrative people and the center leaders totally in the dark. And when we kind of just made the announcement, yeah, it floored me. I was like, well, what do they care? But yeah, it does affect them substantially. It's their budgets. They actually have to use the systems as well. And also just having


    transparency and visibility into what we're doing is key. And again, that helps.


    Griffin Jones (19:43)

    Let's spend


    a little bit more time on that. might sound like the minutia of one particular example, but I think it illustrates the principle that a lot of people are going through. What are some of the, because I probably would have shared your default point of view, which is what do they care? We're doing witnessing in the lab. What does it matter to these admin folks? What were the downstream implications that mattered to them?


    Alison Bartolucci (19:58)

    Yeah.


    I don't want to waste their time.


    You know, I think at the very core, was just that they were kept in the dark. And I think that is important for me as a leader to understand that people, you know, fear what they don't know. And I think we all do this. You can kind of construe all these imaginary conspiracy theories in your head as to what people are cooking up. And so the fact, just the mere fact,


    that I was not sharing this with them was, I think, the most egregious. But really, was, I think, from a real practical standpoint, just knowing, understanding what it was, what they were going to need to prepare for from a logistical standpoint, how they could then support their lab in terms of


    purchasing consumables and budgeting and expectations and.


    Cara (21:02)

    Yeah, there were some downstream things that


    were fair when you think about, who needed to know? There was a budget implication, because obviously you're purchasing a system. You can't bill for that system, and so you're absorbing the cost of that system. There was some installation that had to happen in terms of hardware, software, devices. I don't know all the details, but there certainly was an element of that. So then it's like, OK.


    How do you schedule around that, especially in a busy laboratory where you're trying to do your day-to-day work? I do think there's some point of entry that maybe happens across different team members. So now it becomes a workflow consideration. And then it's timing, who's going first? And you learn something every time you do an implementation. So it's always like, OK, you've got to get one under your belt. What do you learn from that? Then you move on to the next one.


    You know, they were really fair considerations across all of those things. And to Alison's point, you you can think that you're doing everything right. And listen, we could have a whole podcast about how it would be so much easier to just run things with an iron fist and say, we're doing this. This is what it's going to look like. Move along. I mean, we could move so fast. ⁓ But what you do when you approach things that way is you lose the goodwill.


    Alison Bartolucci (22:01)

    Hahaha.


    Cara (22:18)

    I think eventually maybe you can get it back because if these things then prove themselves out and everybody ultimately comes around and says, yeah, this is better. That's great. But like, man, the friction, the goodwill that you have to try to push through is really difficult, can be very damaging. So we choose to do the hard work upfront, which is to be engaged, to welcome opinions. But we're not going to be perfect. In this instance,


    you know, we had to take a step back and, know, tell us this point. She was really proud of the process that she ran and she did get some harsh feedback when she shared that we were going to be doing this, expecting it was going to be so, you know, well received. And she called me and was like, man, I'm a little caught off guard. And I said, well, and you know, I'm here to give her the perspective of like, okay, well, if you think about it from this perspective, kind of, you know, then you can understand where that might be coming from. And she said, okay, you're right. I didn't think about it that way. And it's like,


    The great thing is, you can just go back and fix that. It's not like you've lost that opportunity forever, right? Like you just pause and say, hey, I listened to your feedback. You're right. I should have been shared more information sooner. Let's do it now. And then we'll get there. And that's what we did in that circumstance. I think how many more do we have to do, Alison? We're almost done.


    Alison Bartolucci (23:37)

    Just two.


    Yeah, two more left. Nine.


    Griffin Jones (23:41)

    Out of how many labs?


    So I want to ask about when you decide to do something across all nine labs versus when you decide to do some things at some labs, because I imagine there are things where it's more important to do it across all nine and others where you can do it this way or that way. know that at some of the labs that you use, I think you use XiltriX. I've had people like Dr. Jindalhan seem to really like it and


    People like Dr. Shankman seem to really like it. What do you use XiltriX for?


    Alison Bartolucci (24:15)

    So we use XiltriX in a couple of our labs. It's the main alarm system for one of them and will be for ⁓ one of the ones that's sort of under construction right now. I remember Dr. Jindal talking about the customer service and I second that comment. It is second to none. actually the lab that


    we have it installed in currently needed something kind of urgently. And they were, I mean, on a plane getting it hooked up, troubleshooting. In fact, this is a great story that I kind of forgot actually. They put ⁓ a temperature probe in one of the refrigerators that was in there and they called me and they were like, I think this refrigerator is dying. And I was like, ⁓ that's a coincidence.


    You know, like you just put something in there, blah, blah. But we looked at the data and it's true. Like the temperature was like all over the place. And I mean, literally, as soon as they installed that, they were saving our butts. So they are exemplary. I do like they, one of their features that I think puts them apart is they have, you know, the


    The alarms will call the lab people and there's a phone tree kind of like what you would expect. But if none of the lab people respond, it goes to them and they're there 24 hours. And I think that's a really nice measure of security there that others don't offer.


    Griffin Jones (25:45)

    I want to come


    back to that principle of customer service. I want to not lose the other question I wanted to ask about when you decide to do something at the network level. So for example, for witnessing, you could have said just some of our labs should have witnessing. Sounds like you all came to a consensus and decided that it's material to the quality of the work to have all nine labs have electronic witnessing.


    What, how do you decide when something should be done at all nine versus this lab can decide for themselves?


    Alison Bartolucci (26:18)

    Well, with the witnessing, know, it was a unique opportunity to really align on something because none of them had anything in place currently. you know, understanding and identifying that this was an important technology that I think we all, everyone can agree is crucial. And then saying, so none of us have it and we have an opportunity to all have the same thing.


    So that was how we approached it there. Now, when we look at other systems, like alarm systems, for example, they all have alarm systems. So it's a little bit different. So it's like, as you're looking for new systems, here's what we've recommended from the network standpoint. Here are the people we have good experiences with, but we're not going to sort of fix something that's not broken.


    Griffin Jones (27:06)

    So


    one part of the criteria is, there a blank enough slate? But is there also a criteria of need? Like, so for example, let's say they were all using, you know, some were using this kind of time lapse or that some were using this kind of alarm or some were using this kind of oil and media or some were. At what point is it, or maybe there isn't one.


    Alison Bartolucci (27:10)

    Yeah, right.


    Griffin Jones (27:25)

    is to say, not just is there a blank slate, but one in any one of these categories is clearly so much better of a product or maybe so much better of a practice than the others that we've got to standardize this across the board.


    Alison Bartolucci (27:38)

    Yeah, and I'm not sure, you know, there's so many great products out there that I don't know. I don't know if there's anything that's not really subjective, you know, in terms of this one is better than the other. But what we do again, the lab board together with me is we establish criteria like you can use you can use whatever media you want. But this is how you know, this is what your blast.


    This is what we've established for benchmarks for blastocyst development for fertilization. So as long as you are operating within these guidelines, that is sufficient. So I think the approach that we've taken is to say, you have the autonomy to some extent, but we all have to be meeting these standards together.


    Griffin Jones (28:26)

    Cara, that doesn't drive you crazy as a business person to have different labs in different clinics, ordering things, doing different things. And if I can say so, I think First Fertility has a reputation of being on the spectrum that allows for more clinic autonomy. And I think that might mean for more lab autonomy as well. So if there's a spectrum, maybe on one end of the spectrum, you've got, I had Dr. Kishitz Murdi on from Indira IVF in India. He's like, I hired 250 docs.


    who are all younger than me, and I tell them exactly what protocols to do. It's more democratic in coming up with the protocols, but those are the protocols. You don't do other protocols. And as a business person, I'm like, yeah, I like that. But you all kind of have a reputation of being on the other end of the spectrum where you let this clinic decide and that lab decide. And I don't know that situation too intimately, so maybe I'm making that up. But Alison seems to...


    Alison Bartolucci (29:07)

    my god.


    Griffin Jones (29:23)

    be providing some evidence for that. doesn't drive you crazy as a business person. Just say, let's let's come up with these things. So we're all buying the same thing and following the same processes. So it's easier to have a scalable business.


    Cara (29:36)

    Yeah, I wouldn't say that it doesn't drive me crazy. I would say that I'm a very practical person at heart, and I also am very committed to a long-term goal and vision. And I know precisely how to make progress along that timeline. And sometimes the best way to make progress is actually to move a little slower so that you can build the trust.


    Get people's, know, build consensus, get people's buy-in. You know, what you're seeing with First Fertility is that we are moving closer and closer to looking alike, but it's by choice. It's by choice because we've done things one at a time. People have seen the value of those things. And now when we want to do the next thing, their experience is such that, well, the last time we did this, had a good outcome. Maybe it wasn't a perfect outcome.


    ⁓ But they're more trusting in that next decision to do the next thing. And so what I expect to see with First Fertility is that we will accelerate on that journey. But I also believe you don't have to have everything look exactly alike. I remain probably one of only clinics that doesn't have, I mean, big networks that doesn't have a single EMR. When I came to First Fertility, there had been


    a mandate as I was informed that everybody would move into the same EMR, that EMR had been selected, and there was a complete uproar across the organization about that decision. And, the first thing I did


    in my role was to just say, hey, I'm going to pump the brakes here. I need to learn a little bit more about this decision before I'm ready to commit. I do come from a background. I worked for a company for 12 years. I went through the process of that company moving on to a single EMR, but it was a different circumstance. That company came together under a single tax ID. That's typically not the case in networks. You don't have single tax ID. fertility is not a space that has matured.


    in its technological advancements and applications. And so it's somewhat risky, I think, to move too quickly in forcing some of these changes at a network level, because the field, the technology hasn't matured to that point. For me at that time, I was less, I had less of a desire to force physicians to make


    clinical workflow changes than I did to just have access to the data that I needed the way that I needed it. And so the way that we kind of compromised early on in First Fertility was to say, like Alison said, look, we have to meet certain criteria. Some of that is our criteria and some of it like is imposed upon us just regulatory criteria. And I said,


    You know, look, clinical decisions are your decisions. I respect the tools that you want to use for your clinical practice. But the administrative decisions are my decisions, are our decisions, and for fertility and, you know, the administrative team. And we need the tools that we need to do that work for you. And so we'll select those tools, right? So I'm not going to select your tools, but you're also not going to select my tools. And kind of once we looked at it that way, everybody thought, that sounds OK.


    So we've moved into a single billing system. Same thing. We'll do our last installation in the next month or so here on that billing system. I knew that the network was going to naturally move probably towards a single EMR. We're down to, for all intents and purposes, two EMRs in our network. I don't doubt that our journey eventually gets us there. But again, it will get us there, I think, in a more organic way. And I think that will be healthier.


    Griffin Jones (33:18)

    Let's


    talk about that overlap for a little bit because I ask every CEO that comes on when every CEO says we don't make clinical decisions for our doctors, we don't tell them what to do. And everybody except for Dr. Murty has pretty, pretty much said that. And I don't think that they're being disingenuous. I think that that's the way they view it. I just don't think that they fully really appreciate the overlap between administrative operations and clinical operations and that if I


    If I'm saying, okay, here's the pharmacy that we're using guys, you might think that's an administrative decision, but not entirely. That does impact what works with nurses. Or if I say, here's the patient software that we're going to use, the patient education software that we're going to use, that impacts how well patients are informed and they go through treatment and they might sound like administrative decisions.


    And again, I am a person that I like standardization. I don't think it's standardization is always good or always bad. These are trade-offs. But I do think that you're pointing to something, the MR being good example where there is that overlap between admin and clinical. at the end of the day, somebody's got to win. And in this case, you were willing to say, all right, we're just going to do the billing part and you make the decisions on the clinical side. But doesn't, isn't.


    their attention there.


    Cara (34:43)

    always, the way that I handle that is you gather the information holistically. What happens on the admin side? What happens on the clinical side? And then you look at it, you actually just ask the question, tell me how we can afford not to do it. And that's a hard question to answer when you put the right information together. So that makes the conversation a little bit easier. And when physicians


    finally get the opportunity to have dialogue around what it takes to be successful in the environment and support and provide everything that they want, they begin to understand that everything is a series of choices. And I'm perfectly willing to support their choices, but they have to tell me, you know,


    how we can do that under certain restrictions or limitations because I'm always willing to compromise. But oftentimes, what you have to compromise, you're not willing to. So you have to go back and re-examine your decision and say, OK, I understand now there's many more moving parts to this than I realized. And it requires me to be more thoughtful or critical in how I'm looking at something.


    ⁓ And then we come back to the table, we have another discussion and you know, I have yet to be confronted with a circumstance and I've been confronted with some very, very difficult ones that I haven't been able to navigate successfully. That doesn't mean that everybody's walked away happy, but I think it does mean, you know, we've all been able to walk away and say, you know, that, okay, I'm satisfied, I can live with this because at least I understand it.


    Griffin Jones (36:25)

    Some people might not have an answer to the question, tell me how we can afford not to do it because it's not their domain. But does that question sometimes help people to see that there are implications that are much more broad for the organization than just their domain?


    Cara (36:42)

    100%.


    Griffin Jones (36:43)

    have you all and Alison, maybe you've come to this or maybe you haven't yet, but you've talked a little bit about the there's benefits to ruin, ruling with an iron fist, but there's benefits to consensus. And you've talked about the benefits of coming to consensus and hearing people out. But there are also downsides to that. And I think ultimately, good leadership is about building the skills


    that allow you to hit the perfect spot on the X, Y axis. It's very, very hard to be perfect with that stuff. But I've definitely erred on the too much consensus in the past and realizing that I was involving people that it wasn't really their domain and they didn't really have consequences if the decision didn't pan out, yet they felt like they should have the say over certain things. that was a consequence of ⁓ poor management on my part. But I did see that


    Cara (37:12)

    you


    Griffin Jones (37:36)

    there is a way to build the consensus and then there's a time for saying, now we've made the decision and this is what we're doing. And there has to be a spokesperson for that. And that's the leader's job. So if you come to the point where you've gotten bitten from too much consensus or too slow to execution,


    Alison Bartolucci (37:58)

    Yeah, absolutely. I mean, somebody said to me once, you know, it's about giving everyone a voice. That doesn't mean that we are going to, that doesn't mean they have a decision, like they get to make the decision necessarily, but having a voice so that their opinion is heard is what is important. you know, yeah, I have certainly fallen victim to trying to get everybody's consensus, trying to...


    to sort of like make everybody happy. And we all know what happens. mean, nothing gets done and everyone is unhappy. So, you know, I think, yeah, it's a learning experience. It was important to me to form relationships with all the lab directors. But of course, at some point I need to say, and have had to say, no, this is not a non-negotiable.


    this needs, like for example, I mean, I'm not saying they were doing this, but we, know, some of the things that I have said are non-negotiables. There has to be, before we had electronic witnessing, double witnessing, there has to be, you have to be identifying patients and samples with at least two unique identifiers. The men have to be present when they bring their samples into the clinic. So there have been, and,


    You know, I did get some pushback on some of those things that, you know, down the line. But those were things that I, you know, in my experience will burn you. that those are the non-negotiables. And these things come up all the time.


    Cara (39:32)

    This has been an interesting evolution for Alison and actually I've loved watching it. I think she and I had some conversations early on about the tendency to be too nice, to want to build too much. And by the way, you know this is a female thing, right? This is completely a female thing. The desire to want, to make everybody happy and to please people and we're wired.


    to do this. And it really, I think, erodes our ability to be strong leaders sometimes, or to be seen as strong leaders sometimes, because you're too busy trying to please people. And you need to learn in those moments to be very clear and very confident in what you are willing and what you are not willing to either tolerate or accept based on what it means.


    for the team or for the organization. And those are really hard moments. So I've been super proud of how Alison has really embraced her leadership skill and developed that. Because she certainly, I think, stepped into this a little more timid. This was her first chief scientific officer role. So it's always hard to step into that first role and show up in a way.


    where you can walk into a room and have the command of the room. And she's worked very hard on it, and she's earned it with her team, and she's coming from the right perspective and direction. Sometimes you just need somebody behind you saying, why are you questioning yourself on this? Like, of course, this is the right decision and the right direction, and you just need to be clear about saying, like, hey, I appreciate your point of view here. You the rationale is the safety and the risk and all of those things, and we can't compromise on those things, and therefore, this is the process.


    There does come that time when you have to draw that line.


    Griffin Jones (41:16)

    I think that you're hitting on the balance of mature leadership, which is the balance of agreeability and disagreeability. And it's not being infinitely one or the other. think after Sheryl Sandberg wrote her book, it was like, let's just be disagreeable. just, it's like, you didn't like that from the old guard. Why would you like it from a new generation of leaders? It's more about, no, there are times where you have to be disagreeable. And


    in those times, you do it. And that's part of being a good leader. in those moments, like the examples you were illustrating, Cara, what I like to do is meet with the stakeholders that I know aren't bought in that prior to any group meetings individually, steelman their argument to them say, I understand this is important to you because of A, B, and C. And A, B, and C are important. We are going to go in this direction instead because of D, E, and F. And here's why I've got to


    I've got to prioritize D, E, and F over A, B, and C at this time. It helps a lot. I run a very small company. I imagine that would be really, really hard to do in a bigger organization. What's the limit to how much you can do that in an organization your size?


    Cara (42:26)

    I would tell you maybe the unexpected answer is I don't know there's a limit in terms of you know number of issues that you can do that with but I will tell you there's an emotional limit. It takes a lot to invest in you know just building the consensus across an organization because you are personally like you said Griffin you are personally showing up you know you are personally you know there to listen and learn and and you are


    giving that the airtime it needs and you're letting that inform your decision. And then, knowing you've put that much time, effort, emotion, care into something and know that you can never please everybody and there will always be people who no matter what are just gonna throw all the darts at you.


    can be super difficult because you know how much you put into caring about, you know, making the right decision and giving people the right platform, but also knowing like you're going to end up at a student. It can be hard. And so the more that you're navigating that, you know, if you're doing three, four, five different things, yeah, it's super hard, I think, to absorb, you know, that type of feedback because we're all human at the end of the day and we all have good intentions.


    ⁓ We hope that we can align and you know end up at good conclusions. But yeah emotionally I would tell you is the limitation like how much can you absorb as a single person in terms of you know, just Heat, you know, and sometimes it's very personal by the way, right? Somebody's not happy and they can be very personal with that Yes, as long as I've been doing it


    You know, I don't always have as tough of an exterior as I need to make it through, you know, kind of multiple different disruptive phases at the same time.


    Griffin Jones (44:22)

    When do you decide that, okay, we're beyond the point of having healthy debate and a consensus now somebody's this person's a saboteur, they're not letting this go forward. And therefore, we have to part ways with that person, because I've been there before, too. I want my team to bring issues to me, I want them to fight for what's important. And I want to hear them out. And I do that steel man steel manning. if they're if they're still fighting, I'd see like, okay, did I miss anything? But I don't mean to do this.


    to say that I'm doing this infinitely. We get to a point where it's like, okay, I've still managed argument back to you. You're not pointing out anything else that I've missed. This is the decision that we're going forward in. And if someone were to keep fighting against that, I'm going to part ways with that person more quickly than I would have in the past. at that point, it's not about, you haven't heard the opposing sides. It's


    that you have someone that is making a decision because they think they're at the top of the organization and they're not. When do you decide that this is somebody that you got to part ways with?


    Cara (45:28)

    Yeah, I think there's a dynamic that we have to acknowledge that is unavoidable, which is you can't part ways with doctors necessarily. I mean, of course you can, but you never want to get to that point. And that can be a major barrier. And so in those circumstances, what I rely on is the whole of the group has generally been very aligned. And so that's the strategy of look.


    we're all headed this way. We invite you. We invite you to be with us. But if you don't want to be with us, that's OK. But you will end up alone. And then we just have to be OK with understanding. We can't bring that person along. There are certain things that, again, what do you tolerate and not tolerate? That we won't tolerate safety, quality, risk, things of that nature.


    But generally speaking, those aren't the problems. And so we all just support each other and say, let's just keep moving forward because we can't let one person be an obstacle. On the administrative side, obviously, there's more discretion there. And Alison can maybe speak up for me here. But I believe I do a very good job of being very clear in setting expectations, not just


    know, directionally, strategically for the company, but just culturally, right? Like there are things that we can do as a team and there are things that we cannot do that I will not allow because they do not represent the team that we're trying to build here. And everybody gets to have a choice, right? Like, again, you can come with us, you know, or, you know, you'll be left behind. And if being left behind makes you very disruptive to what we're trying to accomplish,


    then we will have a conversation about what it looks like to be successful here. And I tend to try to handle those in a way that says, listen, this is what success looks like. It's your choice to show up and represent that because if you can't, you can't be successful here. And I've had that conversation in the organization and it means one of two things, which is you can decide that this isn't for you and that someplace else is a better fit, which is okay. Like listen.


    There's no judgment, right? Everybody has a fit for themselves and this is not the fit for everybody. This is a super engaged team, like we're all in it together and that's not for everybody. Or alternatively, right? Like if you can't come along, I owe it to the team, actually. I owe the organization the best team and I have a strategy or I have, it's not a strategy, it's just my way.


    I will fully invest in you as a leader. You get everything for me. You get one on one time. get, know, like call me when you need to bump something off of me. You know, like you will get it. And I will heavily invest in you. But if you can't come along and overcome the challenges that are natural to trying to, you know, step up into leadership, then there will come a time when I actually owe the team the decision. And I have to shift my thinking and my perspective from.


    okay, what do I owe this individual in terms of supporting their leadership growth versus what do I owe the team in terms of the leaders that are leading them? And you never like to have to get to that point, but it is a reality. And if you're not ready to make those decisions, like you're just not ready to be in an executive position. It means making tough decisions.


    Griffin Jones (48:45)

    Alison, I want to talk about how that parlay's to your team and then how you help your team to make arguments that are that keep the organizations, the other needs in the organization in focus. So as opposed to just thinking of this is beneficial because it impacts my lane, here are other areas and not to pick on XiltriX, but you gave that example of XiltriX's customer service.


    customer service is something where I could see a lot of executives, maybe even myself, if my team members were just like, but they have great customer service, I'd be like, that's nice. These guys are 20 % cheaper over here, or whatever it might be. Or these guys let us do annual terms as opposed to monthly or vice versa, or some other business consideration. That they would have to make it make sense from a business.


    perspective. And customer service, I'm not just picking on Zilltrix. I do think there are organizations that have really, really good customer service out there that doesn't end up being as much of a competitive advantage as it should be. How do you make the business case for something like that? Why is that important?


    Alison Bartolucci (49:52)

    Well, from a customer service specifically standpoint, mean, the thing to keep in mind is that a lot of, know, Murphy's law is that these things that will happen in the lab will happen on a Sunday at seven o'clock at night and or on Christmas Eve or something. so customer service does end up playing a really important role because oftentimes the person that's in the lab, you know, either


    needs help or doesn't understand how to work the, know, or something's happening with the equipment so they can't reach the lab director so they call the manufacturer. Or even like, even from a, you know, like for PGT, for example, like so many times we were like, I gotta call the lab. I don't know, like they didn't send me a box to ship the samples or they didn't send me a shipping label. And being able to like just pick up the phone and get in touch with someone.


    ends up having a real material impact on the operations of the lab. I mean, I see your point. It can't be that like it's double the cost, but the customer service is a really important part because the embryologists, you know, it's not like they have somebody just sitting there answering the phone, filing paperwork. I mean, they're also in the middle of doing ICSI and performing important procedures. So they don't want to be stuck trying to get through to somebody and they want to


    somebody that they can just count on to help them. Yeah.


    Griffin Jones (51:20)

    What is one thing that has really benefited you that the other person does or has done? So, I'll start with you. What's one thing that Cara does or has done that has been a big help to you?


    Alison Bartolucci (51:36)

    Well, in case you hadn't picked up on this, the concept of leadership has been transformative. And I've been able to, I hope, really convey that to the people that I work with. But I started this position thinking like, yeah, I'm a really good leader. I'm a lab director. I know what I'm doing. I am really good at ICSE and I can biopsy an embryo and therefore I am a good leader.


    But there's a book and a saying that the skills that got you into this position are not necessarily the skills that are going to make you successful. And I think what Cara has brought to me in my professional career is that she has driven home the importance of leadership and that it is something that we can teach and that you can.


    that you should be, or we all should be learning as we go and paying it forward to everyone else.


    Griffin Jones (52:31)

    What you, Cara? What's something that Alison does or has done for you that has been a big help?


    Cara (52:37)

    Alison's biggest responsibility is to ensure that she keeps her fertility out of the news. you know, we have an incredible group of, you know, centers and professionals that are part of the organization. And of course, everybody believes that they're doing all the right things. And yet,


    Griffin Jones (52:45)

    you


    Cara (52:58)

    Alison is able to spend time with those team members in those environments and immediately identify areas that people didn't even realize either were risks or were potential areas of affecting their lab environments. And who would even know that those circumstances exist?


    if you didn't have somebody who was responsible for that. And so I'm thankful every day. mean, Alison got on a call with us the other day, one of our team meetings, and she was in her scripts. And I was like, oh, where are you today? And she was in the lab with the team. And so being able to have the visibility into those environments for the purpose of ensuring that we just understand what do they look like? Are they aware?


    you know, of different developments that have happened or different standards or different risks, because who knows who they were trained by and, know, what did that look like for them? You know, now we're setting our own standard. And so, you know, I'm very thankful every day that I have somebody who is at the helm for us in that regard. And it just comes back to that appointment of the chief scientific officer role, which is if not that, you know, then then what you're relying on everybody's different perspective.


    of what quality, value, risk, et cetera means. But now with Alison here, you get to formulate that perspective together and establish it together and ensure that it's consistent. And everybody then has an opportunity to learn from that. So she's also, again, just very much present with her teams. She's not just sitting.


    in an ivory tower somewhere. She's traveling, she's spending time. She's developing leaders the way that I invest in developing our leaders in the administrative world. And I just think it makes for a good environment and experience and commitment to purpose for everybody.


    Griffin Jones (55:07)

    And now that I know that each of you are interesting enough to have your own podcast episodes, that's allowed now. We'll have each of you back on. You deserve your own shows because I could keep talking to each of you for a lot longer. Cara Reymann, Ellison Bartolucci, thank you to both of you for coming on the Inside Reproductive Health podcast.


    Cara (55:12)

    Yeah.


    Alison Bartolucci (55:12)

    Thank


    Cara (55:25)

    was a pleasure. Thank you.

    Alison Bartolucci (55:26)

    Thank you.

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Dr. Alison Bartolucci
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