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271 Things Are Changing Fast. The Need for Genetic Counselors. Dr. James Grifo

 
 

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“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

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  • 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

 
 

Today’s episode is paid content from our feature sponsor, who helps Inside Reproductive Health to deliver information for free, to you! Here, the Advertiser has editorial control. Feature sponsorship is not an endorsement, and does not necessarily reflect the views of Inside Reproductive Health.


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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In the IVF lab, there is no room for compromise. That’s why Vitrolife media is built on a foundation of scientific precision, safety, and consistency

  • MEA-tested media — every batch tested to exceed industry standards to ensure embryo viability  

  • OVOIL & OVOIL HEAVY — engineered for consistency and stability you can rely on 

  • G-MOPS™ buffer — trusted for proven performance during critical handling steps 

  • Gx Media & EmbryoGlue™ — clinically proven solutions that strengthen embryo development and support successful implantation 

With Vitrolife media, you gain more than products — you gain a partner committed to protecting embryos and supporting your lab with peace of mind, every step of the way.

Discover Vitrolife media
  • 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.

Aspire HFI
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CCRM Fertility
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Dr. Michael Baker
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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
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267 What IVY Fertility is Using And Why. Amy Jones

 
 

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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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GET STAFFING QUOTE
  • 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)

    A lot of times it just comes down to good old fashioned human beings being able to solve the problem and securing dependable anesthesia coverage is as hard as it's ever been. It's a real problem for a lot of groups, but Kaleidoscope Anesthesia gives fertility practices a better way. Their CRNAs bring clinical excellence, professionalism. You can read Google reviews of fertility clinics where people are glowing about


    their CRNA. It reduces stress on the doctors and the staff and Kaleidoscope isn't just about filling the shift. They can build out the entire anesthesia component of your practice, make it turnkey, scalable, much less of a burden on your physicians and administrators. The results, fewer cancellations, reduced burnout, improved workflow, and a healthier bottom line with more than 200 seasoned CRNAs nationwide.


    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
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266 Break the IVF Cartel. Francisco Arredondo & Robert Kiltz

 
 

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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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    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!

REQUEST FREE DEMO
  • 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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264 Overwhelmed on a Daily Basis. Fertility Doctors Respond to Genetic Risk.

 
 

Today’s episode is paid content from our feature sponsor, who helps Inside Reproductive Health to deliver information for free, to you! Here, the Advertiser has editorial control. Feature sponsorship is not an endorsement, and does not necessarily reflect the views of Inside Reproductive Health.


Overwhelm. Anxiety. Cases that stay with you.

That’s how some of the field’s most experienced professionals describe genetics in reproductive medicine today.

In this episode of Inside Reproductive Health, we brought together leaders from RMA, CCRM, Shady Grove, and GeneScreen to talk about the genetics overload in modern ART.

They talk with Griffin about:

  • The liability landmine that genetics has become

  • Why one lab’s “positive” is another lab’s “negative” (The Panel Paradox)

  • Real cases where rare findings blindsided experienced REIs

  • Smart strategies to stratify counseling (Without missing critical risks)

  • The growing complexity of third-party reproduction

  • The coming wave of whole genome sequencing and polygenic risk scores

This isn’t a high-level overview. It’s a blunt conversation about the real risks, broken workflows, and what’s coming next for your lab and patients.

  • Kate Devine (00:00)

    We are responding to patient demand in genetics and living in a world where more is more in many ways, not just on carrier screening panels, but we're entering, I think, into an era where our patients are going to be requesting whole genome sequencing of their embryos and so on. And so we are in a challenging place where we're using tests that are probably more than our patients need. And then sometimes not clearly even understood by anyone in terms of what all of the results mean.


    Griffin Jones (00:42)

    Overwhelm anxiety cases that stay with you. These are some of the words I heard while learning about how fertility professionals are drowning in seas of 700 plus gene panels, variants of unknown significance, and patients are now starting to demand whole genome sequencing for their embryos. We've assembled an all star panel Dr. Shefali Shastri from RMA, Dr. Deb Keegan from CCRM, Dr. Kate Devine from Shady Grove, and Jill Chisholm from GeneScreen.


    That's US fertility, IVIRMA, CCRM, wrapped on one podcast. It's actually probably Jill and the GeneScreen people that deserve the credit because GeneScreen was clearly the bonding agent. They're all using them. They all have a lot of positive things to say about GeneScreen, but let's pretend it was me. Pretend I was the reason four very busy people from very different companies contorted their schedules to have this conversation. We talk about the liability landmine.


    Why genetics has become ART's biggest source of risk and how clinics are protecting themselves. The Panel Paradox, why one lab says a patient is positive while another might say it's negative and what to do when that happens. Smart workflows, how top clinics stratifying genetic counseling to move patients faster. smart workflows, how Shady Grove is Stratifying Genetic Counseling to Move Patients Faster Without Missing Critical Risks.


    The rare case trap, real examples of one-off genetic scenarios that blindsided experienced REIs. How third party reproduction has become a genetic counseling maze, and the coming tsunami. I hold genome embryo screening and polygenic risk scores are about to change everything. This isn't your typical genetics overview. It's a jam session about the messy realities of practicing reproductive medicine in the age of genetic information overload.


    Deb Keegan (02:43)

    fastest advances in change I've seen, I think, since I started this about 20 years ago. The complexity, the amount of information that we as providers and patients need to distill to understand what their risks are.


    what the testing means. So if we're gonna talk very concretely, I would say, use an example, like when I had my first child 22 years ago and 23 years ago was getting tested, all they offered was cystic fibrosis because I was a Caucasian, right, of Caucasian ancestry. By the time I got to my next kid, almost two years later, they added this thing called Fragile X testing.


    And that was, she's 19. Now, 20 years later, there are panels that are screening for 700 plus of these genetic mutations, right? That, you know, if we identify, we can act and prevent the transmission of diseases. So going from two to over 700 and what that means and what the severity of the diseases are and what the impact is,


    It overwhelms me on a daily basis because if you think about the patient load we're all seeing and how many people are getting tested and what the current recommendations are and keeping track of those recommendations because they do differ between different bodies, different guidelines and recommendations. think tracking that information and understanding the impact of the results has changed a lot because many, many years ago we really just didn't do it.


    That would be my biggest thing is just being overwhelmed by how much information is there and what to do with it.


    Griffin Jones (04:31)

    Shefali, you're nodding your head.


    Shefali M Shastri (04:33)

    Yeah, so well, first of all, I'm thrilled to be here with all of you. And, you know, just to sort of ditto what Deb was, you know, articulating. I think that the expanse, the depth of genetic screening that's available today is amazing. I mean, I remember probably like 15 years ago, early in my practice, I remember seeing a few couples who had come to see me after they had babies or young toddlers who had passed away. And at that time,


    unknown reasons they couldn't identify after going to every pediatric top pediatric hospital in the country, they couldn't identify the cause. And when they presented, you know, a few years later, when they were able to come in for fertility treatment with a simple carrier panel, we were able to identify what happened previously. And so to me, that honestly was the, I think one of the biggest realizations in terms of the power of a carrier panel and what it has today in genetics.


    ⁓ And then on top of that, obviously in our lifetime, it's amazing where we went from day three embryo transfers to blastocyst transfers to PGT testing. And now it's not just single gene testing or gender, you know, ⁓ selection to reduce the chance of disease transmission, but it's really, you know, developing probes for single gene diseases. And obviously we can talk so much more about ⁓ what's on the horizon in terms of


    know, next gen sequencing and, and, you other capabilities. Um, but it's pretty, you know, in our, and I feel like in our lifetime, our careers, genetics has been the, has propagated us forward so much and helped us sort of realize, um, the ability to have not just a baby, but a healthy baby, healthy baby, healthy mom. Um, and you know, it's a reality for the large majority of our cases.


    Griffin Jones (06:18)

    You mentioned that it's overwhelming, Deb. What's the overwhelming part that you're not sure what prognosis or excuse me, maybe what plan to pursue or that there's ⁓ a thousand different options that someone could take? What's the overwhelming part?


    Deb Keegan (06:35)

    I think the first thing I think of are the number of diseases that we can track, that we can test. And I don't know the names of most of them, right? So I'm ordering these panels and there's hundreds of things on them. And when they come back, what I'm really looking for is, you know, is the patient, what is the patient positive for?


    what is the partner positive for, what is the donor positive for, right? I'm looking specifically at reproductive risk, but there's probably so much more that I'm not thinking about, right? It seems like it should be so much more complex than that. And so the moving parts too of helping the patient understand in the event that they are at a higher risk. And hopefully we'll talk about that later.


    Who's best equipped to help guide those patients? Who is most informed to answer the questions about impact of disease and what if I do this and what if I don't? Who can talk to someone who chose a donor where the donor wasn't screened necessarily for a similar mutation? And then there's the whole question of


    how the mutations were screened. Were we looking for the most common mutation or was it sequencing and the existence of different panels too that aren't always the same? I think you guys get what I'm talking about, right? So the nuances in the testing themselves and what that means for the results you get, because I've had patients where somebody screened positive on one panel.


    but not on the other. And then when we retested them on another panel, they were positive. So like, who's choosing what? maybe somebody can shed some light on that. are there so much variance in the different panels that are out there? 400, 500, 700, this gene or not this gene? That's overwhelming to me.


    Griffin Jones (08:35)

    Kate, how do you deal with that?


    Kate Devine (08:36)

    I couldn't agree more.


    And you know, at the end of the day, the American College of Medical Genetics is recommending, you know, their tier three panels that have 97 disorders tested, which, you know, that is an evidence-based recommendation, but We are responding to patient demand in genetics and living in a world where more is more in many ways, not just on carrier screening panels, but we're entering, I think,


    into an era where our patients are going to be requesting whole genome sequencing of their embryos and so on. And so I think that the timing of this podcast could not be kind of more timely in that we are in a challenging place where we're using tests that are probably more than our patients need. And then sometimes on the embryo genetic side, really sort of not


    clearly even understood by anyone in terms of what all of the results mean.


    Griffin Jones (09:36)

    Dr. Keegan asked the question, why is there so much variance between panels? Let me tackle that question by phoning in my phone a friend, Lifeline. Jill Chisholm, why is there so much variance between panels?


    Jill (09:45)


    So I think the issue is that there's different labs that do different things. And so some unmask certain things and some don't. So it's not so much that each lab can't actually run these mutations. It's that some choose to unmask certain things and some don't. A lot of it could be cost to the lab where they can run certain things to such level of detail. And then they have


    Some that have, you know, confirmation, what's the Sanger sequencing to make sure that their actual results are reported accurately. Some use next gen sequencing to confirm next gen. So it's just different ways of confirmation, different, how they run different mutations. So I think that also can lead to results being a little different. Also in terms of variants.


    you know, there are so many different variants of undetermined significance that we don't know about. And so when we are looking at the whole exome, whole genome, we have to deal with a lot of these unknowns, right? Where we have these variants that are change in the gene, but not necessarily a pathogenic or benign mutation. We don't know that yet. So we, there's a lot of still research that needs to be done. And I think that these targeted panels that we're using,


    Deb Keegan (10:43)

    Okay.


    Jill (11:01)

    I just think some labs will report certain things that others won't. And so it becomes a little challenging. And then some will do smaller panels and some want to do the largest what we should be focusing on is really what is clinically significant to the patient or what's medically actionable. And so I think a lot of times that what we're running sometimes isn't always actionable. And so it becomes a challenge.


    ⁓ but I, but I do feel very strongly in what Kate and Deb and Chef were saying, which thank you all three so much for being on. I'm excited to have you guys. You've always been like such, big supporters in genetics and to be honest, ⁓ no more than you all think, because there's a lot of out there that there's a lot of unknowns and you guys are always so knowledgeable. but what I, what I think is going to happen is, ⁓ as kind of Kate mentioned with the whole exome whole genome on embryos, actually think at birth, we're going to start to see.


    more babies just being, you know, they're going to sequence ⁓ the genome and we're headed in a direction where I believe it's just going to be coming more mainstream ⁓ where everyone's going to want more and we're going to have more. So it's important that we look at that and make sure we know who's interpreting those.


    Griffin Jones (12:06)

    What?


    For those doctors that have had that experience where one panel says that someone's positive for a particular disease and another one says it's negative, what do you do in that situation?


    Kate Devine (12:22)

    I mean, I think in general, we consult our friendly genetic counselor and depending upon the ⁓ size of our clinics that may be somebody in-house for, you know, clinics, larger networks, maybe a clinical genetic counselor who is, you know, in clinical practice outside of one's own institution or, you know, it might be GeneScreen because there are services


    Shefali M Shastri (12:26)

    you


    Deb Keegan (12:28)

    you


    Kate Devine (12:48)

    available thankfully that are remote and easily accessible and highly expert. so genetic counselors can help us determine whether again, as Jill was just saying, the result is clinically actionable. Sometimes when it's positive on one and negative on another, the reason is that a certain testing company has chosen not to include that variant in their reporting because it has very low clinical penetrance or low


    Shefali M Shastri (13:06)

    you


    Kate Devine (13:15)

    clinical significance and maybe that patient just needs to be counseled that that PGTM isn't really indicated for that particular variant or mutation in combination with the sperm source as the case may be.


    Deb Keegan (13:28)

    And Kate, that goes back to what you said about if we look at guidelines or what's recommended by the ACGME, why are we doing those then, right? Because a lot of those mutations that are not clinically significant or that have variable penetrance and we don't know what it means, and you said it yourself, nobody necessarily knows. It causes a lot of anxiety, I think, for patients and providers.


    to come up positive on these things. And we're like, yeah, well, you're positive and we don't really know what that means. So I do think often about, this expanded as expanded as it's become, what are we creating on the side? Like what is the collateral damage to the patient and furthering our understanding because


    And there is because we're so caught up in a lot of things that maybe aren't clinically significant. Right?


    Griffin Jones (14:22)

    Are all


    three of you GeneScreen fiends? Do all three of you use GeneScreen or just Kate?


    Deb Keegan (14:29)

    No, we do. We do.


    Griffin Jones (14:31)

    Tell me how you use them.


    Shefali M Shastri (14:33)

    Yeah, so we have, so at RMA we have a small in-house genetic counseling team who really works primarily with our single gene cases. So our patients who present or who are found to be carriers at high risk for a single gene disease and who will be, excuse me, utilizing IVF with PGTM. And so we just, and we put that into place more recently to mitigate risk just to make sure


    Deb Keegan (14:36)

    Okay.


    Shefali M Shastri (14:59)

    Everyone's on the same page. There is counseling prior to the actual PGTM probe development IVF cycle. And then once we get the results back, prior to embryo transfer. And so that's really what the focus of our in-house counselors are for. We use GeneScreen for all of our, for the most part, for our routine counseling. And we really highly, highly recommend that every patient and partner undergoes


    extended carrier panel screening. And so, you know, I don't think that you can offer something like that without having a counseling session to review those results. And to Jill's point and to Kate's point, there are a lot of nuances, there are a lot of gray areas that come up. in order to, you know, we don't want to overwhelm patients with sort of background noise, but we want them to really understand what's relevant and clinically what's going to make a difference in their care. So that's how we utilize, you know, genetic counseling in our practice.


    But I have to tell you, I think it's definitely a work in progress. It hasn't always been, you know, as such, and I think we're continuously growing. So we currently have two genetic counselors in-house for all of our PGTM cases. We also work closely with Juno, and they have their genetic counselors. So I think that the genetic counseling component is so important if you're offering this type of technology and treatment.


    Griffin Jones (16:17)

    You recommend that extended panel for all patients, Shefali? How common is that and why do you do that?


    Kate Devine (16:17)

    Yeah, and we recently.


    Shefali M Shastri (16:21)

    We do. We do.


    We do that primarily because the way I'll counsel my patients is this is something that's available and this is something that we highly recommend. If you're going to be going through all of this treatment, ultimately, I want to give you your best shot of having a healthy pregnancy, healthy baby, healthy outcome. And so if there is something as basic, I think that 15, 20 years ago, sure, let's test for the basic fundamentals, cystic fibrosis.


    at SMA, at Fragile X. There's so much more available today. I also think when you talk to our patients and you think about an individual or a couple that's going through IVF, they're thinking that you are doing everything. You've done all of this, so I'm going to have this perfect outcome. And so that's not reality, right? And I always try to bring people down and say, hey, listen, once you get pregnant, unfortunately, anything can happen. Our goal is to try to mitigate your risk, to give you your best chance of having a healthy outcome.


    And part of that risk mitigation is having genetic care panels on. Let's get some more information. I always try to couch it as, let's do this screening test, let's see what we find. You'll have a conversation with the genetic counselor to review this in conjunction with your family history. If there's something that comes up that's uncovered, we'll talk about it in more detail. So we recommend it really to give our patients the best outcome.


    Kate Devine (17:41)

    you know, I agree with everything you said, Shefali. That said, we've taken a little bit of a different approach of late, actually working with GeneScreen in that, you know, there's the risk to our patients, right, of course, and that's the reason we're getting and recommending these panels in the first place. There's also risk taken on by the physicians and the clinic, and actually, I think we'd all agree that genetics and all of its


    uses in ART is sort of our biggest source of risk, actually. And while we need to make sure that our patients are well-counseled in response to these results that come back, you know, we've sort of taken it onto ourselves to counsel patients about their every type of genetic risk that could possibly exist. And that wasn't really always the case. And when we decide that that's our responsibility,


    we take risk on ourselves as well. And so this is something that we've thought about a lot and kind of struggled with. And the other piece is that to mandate genetic counseling for every single couple slows patients down. And as we all know, all of our patients want a baby yesterday. And so when, for one thing, they come back and they're not mutual carriers on a panel that has four, five, 600 disorders on it, as we've discussed.


    then they have to wait for an appointment while they may be able to get in relatively quickly with some of the services we've already discussed, you know, then they may have to start their IVF cycle, one menstrual cycle later, which is a source of disappointment for them and also may induce extra costs. So we've actually taken an approach where we have gene screen review for us, all of our results, and we have a


    low intermediate and high risk stratification. And for patients who are low risk, they receive that result as low risk that's been reviewed and signed off on by a genetic counselor. But then the couple needs to sign off on their residual risk. So we have a residual risk acknowledgement that they understand exactly as you said so eloquently, Shefali, is that, look, we can't promise you that your baby's going to be healthy, have no medical problems, have no genetic problems.


    But this result really has not indicated any increased risk for you. And so it's a green light to proceed once you acknowledge, again, your residual risk.


    Deb Keegan (20:02)

    I think that is an incredibly efficient approach, especially given all that we're talking about as the results come flooding in. We're pretty similar in that we counsel and offer expanded carrier screening to everybody. We don't require it. If we find that the patient has, for whatever reason, they don't want to proceed with it despite our counseling, before we...


    them, we will bring in the genetic counselor to talk to them about what that means to decline it. What could they be missing? So there's that piece that we use GenesCrene for too, because ultimately what we do every day is share decision making, right? And there is patient autonomy that needs to be considered and respected. But if I'm not getting through pointing out the things that we feel are important to mitigate risk.


    then we at least have them agree to see a genetic counselor to talk about it further, because I think that expertise might help them understand better. We're not trained to do that. So that's one way we add, ⁓ you know, Gene Screen in to help us, patients that just don't want to do anything. Regarding our PGTA and and who does the counseling, we have in-house at CCRM,


    headed up by Mandy Katz-Jaff in the reproductive genetics lab. So her team helps with A The carrier screening pretty much is mostly through GeneScreen. And GeneScreen is able to see our results. They interface with our resulting labs, and then they reach out to the patient and they do the counseling session and we get that report.


    And it is stratified in that way. And anything that's flagged that needs further discussion with physician or plan, it's very clearly outlined and discussed and kind of moves up to the front of the line. So that if you need to do PGTM or something like that. So many ways we're using gene screen because we don't have in-house genetic counselors per se hanging around like RMA does.


    to where heavily rely on Jill. Thanks, Jill.


    Griffin Jones (22:10)

    Kate, you said that genetics in art is the biggest risk in art or something like that. What was it that you said and unpack that please?


    Kate Devine (22:17)

    So in terms of the risk that we take on by, for example, telling our patients they need an 800 mutation or 800 disorder panel, is that we then need to be able to interpret it appropriately and explain it such that if they have a child that's affected by something that we should have known that they had risk for and didn't appropriately explain to them.


    you know, then that's actionable on the part of the patient. If they have a sick child, it's a tragedy as well. And so the more that we send and even discuss in terms of patients' familial and actual genetic risk, the more the clinic is responsible for. And so we really do need the help of genetic counselors in the position that we're currently in. Some of us deal with this by, for example, and Jill mentioned this earlier, unmasking.


    using the kinds of panels where all of the information is there for pretty much all of the disorders that any of the panels have, but we don't report everything and we're able to unmask, for example, in the setting of if they have a sperm or egg donor that has mutation that they weren't originally reported on. And that's a very nice way to keep the panels a manageable size, but also


    be able to access that information if we need it. And again, a huge source of risk is having the wrong staff members being tasked with reviewing these results. And so when one thing that we really wanted to solve for in our protocol is that we have our genetics, our carrier screening lab do one pass. So they do again, an automated review.


    they identify mutations that are not just carrier-carrier, but also carriers at risk for symptoms, know, manifesting carriers, some people will refer to them as, and also then having a live review by a genetic counselor. So by the time it's reviewed by, for example, a medical assistant or a nurse, or even a physician that might not have, you know, as none of us do, perfect genetic knowledge, it's already been twice reviewed.


    so that we can't miss something that could potentially impact these patients or their child.


    Griffin Jones (24:29)

    to move on to PGT in a second I want to stick with care screening for the moment what are the consequences that you see that come from these risks


    Jill (24:39)

    Yeah. I think, you know, I feel for the REIs and the IVF docs, I feel it's tough. They're getting these like patients that have gone through OB-GYN, some of them haven't had carrier screening. And so it kind of gets dumped on when they're ready to have a baby. And they want like, as Kate mentioned, they want to have a baby tomorrow. So it becomes challenging because it really has kind of like should be done earlier on in some ways. And then it becomes a


    Kate Devine (24:40)

    it.


    Jill (25:05)

    know, mad rush to get things done. And I will say one of the things that I, you know, I do pride myself in being able to do having an experience of an IVF background is knowing that there's a workflow that needs to happen, that needs to go quick. We can't delay these cycles. They want to have these, these are very anxious patients. so the reason we created the model that we did, and I think Kate's model even of mitigate, stratifying the risk and mitigating


    still be able to mitigate risk is helpful because it allows people to get through the system a little faster. And so we can also still have a live genetic counselor's eyes on it, which is really important because you just don't want that to get missed. So I believe that that will be helpful in getting patients through. And I think our technology, we've been able to, while we have in-house counselors that are amazing and...


    great, as everyone mentioned, they can't always see everybody, right? So we have to find a way to make sure everybody has access, not just because we don't know. And so I think the answer to that is everyone having access is where I've seen where you might've thought that somebody may have been a low risk patient that we've now determined from when we looked at everything that maybe they're a little bit higher than we thought. so a couple of incidents, I mean, I'll give you one case which was very interesting and I...


    I still think this is a valuable lesson in terms of where we can incorporate potentially more technology to build into some family history. But we had a patient that had Lynch syndrome, risk of colon cancer, developing colon cancer herself. And so when we met with her, we just kind of talked about, and this is the downside of eliminating hereditary cancer, which I don't think is our problem.


    ⁓ when it comes to your reproductive risk, except for now there's PGT that you can do on the embryos for this. And so when we were meeting with this patient, we turned out, we let, checked the partner. The partner said, I, by the way, have my father died of colorectal. We tested him for Lynch syndrome. And as it turns out, they both were carriers now in, a, in a world of dominant disorders, you think, okay, well, they both have a risk of developing.


    you colon colorectal or for the female, you know, uterine ovarian or colorectal with Lynch syndrome. Both of them being carriers though cause what's called CMRDD, which is constant mismatch repair syndrome. And that actually one in four chance one in, sorry, children usually have a chance of a recessive. It's a turns into a recessive condition where they can have a childhood cancer by the age of 10. So in, and they have cafe au lait spots, they have some, symptoms. So


    when this couple went back and they looked at their child at home, that they were in for secondary infertility. So they already had a child at home. When they went back and they looked at their child at home, they said, you know, she has these spots, let's get her checked. They went to an oncologist. Turns out she does have CMRDD. So it ended up being where they were able to put her into a protocol and just understand now what was wrong with her all this time. And then now do PGT on the embryos for Lynch syndrome. So.


    I know it's a rare and unusual case and we do have some of those that are very unusual, but our goal is to figure out like, you where those little gaps are. And I do think that ⁓ one of the other things I feel very good about is that since we have come in to give access to everybody, we feel very strongly that we've mitigated risk for a lot of practices.


    Kate Devine (28:24)

    Thanks.


    Jill (28:36)

    They came to us, there was some issues and then now we felt very strongly that we haven't seen that in a long time. So we're hoping that like just stay on top of these things and really just going with the, with the, trying to understand a little bit more about how we can build in technology and tools with AI potentially, or things that can help assist us to get to that level quicker so that we can move these workflows along. Because the goal is not to have these.


    patients not wanna have their consultation, not wanna see somebody. And I understand that you're going through fertility. You don't wanna have to talk to a genetic counselor for 45 minutes. It's like the last thing you wanna do. So I think there's ways like we built with Kate, which I think has been great. I'm excited about it. Hopefully that we can build in some more even family tools around that, that maybe we can even identify maybe some more challenging patients like you said, that could be a risk that we miss.


    Griffin Jones (29:29)

    Jeff, the example that Jill just told about Lynch syndrome, is that something that most REIs or the counseling that comes with most CARES screening panels would have picked up on?


    Shefali M Shastri (29:39)

    No, so it's interesting. when we talk about, I mean, I feel like we've had a number of like one-off cases over the last 15 years working with gene screen, you know? But so one thing is, so hereditary cancer screening, not routine and standard, especially for fertility practices. We do try, I mean, especially like when we're talking, know, between Kate, Deb and I, we're talking about these three large networks, we have lots and lots of


    Deb Keegan (29:40)

    Yeah.


    Shefali M Shastri (30:06)

    practices that are part of our networks. So even our practice patterns may not be consistent from location to location in terms of the medical practices. So we have definitely gold standards that we have tried to confer throughout our physician interactions. So for us at RMA, it's routine and standard that you get a family history. Are we all the same? we all have the depth of our family history consistent across?


    Physician to physician, I hope so, but let's see. And so if someone's identified at risk, then what we do at RMA, we have a pretty strict algorithm. That patient should have comprehensive genetic counseling, not just results review for their carrier panel. And the purpose of the comprehensive counseling is to try to identify or prevent cases like this. But part of the problem is as a physician,


    I don't know how many physicians would have known about this, you know, the recessive disorder associated with both parents as Lynch syndrome carriers. That's not something that I'm well versed on, and I think I'm very in tune to genetics. It's just, I don't have the bandwidth to keep up with all these mutations and these, you know, manifestations that have been found. And so I think that to me, if you...


    Deb Keegan (31:24)

    Thank you.


    Shefali M Shastri (31:24)

    We try to trigger the right algorithm. When you take your patient's family history, if they are high risk or there's a question of anything, we're sending them to comprehensive counseling. Kate, to your point, it does slow things down and it does. So everything is a sort of risk benefit ratio. Like everything in medicine is risk benefit ratio. And I try to discuss that with the patient and counsel that appropriately. don't want to mandate everyone has to do something. But if you're considered high risk and there has to be some way to...


    sort of identify that, then you may benefit from this. I mean, we've all seen patients who have regret. Early on, I remember before SMA was part of a routine carrier panel, I had a couple who had two children, healthy, no issues. This patient was now in her 40s. They got pregnant with their third on their own without any fertility treatment. And the baby was born with SMA. If you go through those OB records,


    They declined, declined, declined over and over again despite counseling, SMA screening, because it was now standard. And this baby, oh my gosh, God forbid, was born with SMA and passed shortly thereafter. I mean, these cases stay with us, right? And so if you've been burnt once or you've been burnt, you are going to ask those questions and you're going to send them for counseling and ideally screening. So.


    Deb Keegan (32:33)

    Yeah.


    I


    had a patient that saw just on TikTok a story like that. And their new patient visit was because they wanted to have genetic carrier screening and counseling to determine their risk before they started, you know, before they started trying to have a family. In my perfect world, a genetic counselor sits in my consults with me and, and, you know, grabs that family history and then does part two.


    Kate Devine (33:05)

    Thank


    Jill (33:06)

    Yeah.


    Deb Keegan (33:11)

    and we determine it right then and there. What do we need beyond carrier screening and do we need to do comprehensive screening and every patient, because we are an entry point. I know that we focus on what is the reproductive risk, but if you think about things like hereditary cancer screening, we talk about mitigating risk for future generations, right? Like where does the responsibility begin and end when we are talking about potential development of disease?


    in the families, the kids we help create, right? So my perfect world would be that person or that entity like for every single patient and then the shared decision-making about how far do they wanna go down the road? Do they wanna talk about the cancer screening? Yes or no, right? And I think in that way, we're taking an opportunity to...


    to reduce risk in future generations, but also if you pick something up in someone now, putting them in a surveillance program that will help prevent progressive disease, some sort of cancer. So there's a lot of opportunity there, but unfortunately it is not efficient to Kate's point in a reproductive medical setting.


    Kate Devine (34:27)

    I love that the genetic counselor on your shoulder, know, ideal world. I think that would be great. And also, Chef, it couldn't be more true that it all comes down to that family history. People need to be stratified even in advance of the care screening being sent. And there are some patients that need to have a comprehensive genetic consult, you know, regardless of even their care screening decision.


    Griffin Jones (34:50)

    The risk benefit calculation is complicated a little bit by another pillar, which is public relations. And there's a sociological phenomenon that the rarer something becomes, the less acceptable it is. And you can think of that in a number of different cases. Childhood mortality, for example. 200 years ago, if you were having five children, two of them weren't living till their 10th birthday and everybody understood that. that...


    if that came anywhere close in a population of 100,000 today, we would be up in arms and sick about it. now the same thing can be said in genetics as well. And you talk about how rare these different cases can be, Jill, and they're one-offs. But as Shefali says, there's one-offs that add up over time. And it seems to me like the genetic counselor exists for


    this world of one-offs, don't they?


    Shefali M Shastri (35:45)

    They do. I'll tell you something to add. I know, so offline, we'll talk very frequently with GeneScreen when we get results back. One of the things specifically for these one-offs or to address some of these potential risk cases, internally, we have a team of two three genetic counselors at the RMA Network. One of the things that we established was a genetics ethics committee. And I would imagine you guys may have the same.


    And so there are definitely cases where we see these, not just, they started off as one-offs and then you see it every couple of months as we grow and we have more and more patients, we see that result again. And so instead of sending them all to genetic counseling or immediate genetic counseling, PGTM, or scaring the patient or not having an immediate answer, we will, do we require a PGTM? Can we be that authoritative as a practice and say,


    you came up as a carrier of X, and Z, you must do PGTM. Or it's your option, whether you do PGTM or not. How do you identify what is mandated, what is not? You don't want to be so paternalistic and you want patients to have autonomy, but what's sort of the right balance there? And that goes, Griffin, when you talked about the risk benefit ratio, we put together this genetics ethics committee that's run by Amber, who is the head of our in-house genetic counseling.


    This is for our providers, our medical providers, so we can have a discussion around, have we seen this before? Has this been vetted out before? This, like an example, would be non-syndromic hearing loss, right? There are certain cases that are severe. are certain mutations that are associated with mild. If this has been vetted out before, we have a catalog of scenarios that has been vetted out before. So if you review those results with your patient, they're going to speak with a genetic counselor, but up front, you have information for them.


    They're not waiting a month just to, you know, on the sidelines waiting to see what happens. And so that's something else we put into place to sort of address that risk benefit ratio, you know, because we don't have access for a genetic consultation for every single patient immediately.


    Griffin Jones (37:52)

    We've mostly been talking or we've been talking a lot about intended parents. Jill, how are clinics changing their protocols for donor screening?


    Jill (38:01)

    So donors are actually where we're the busiest. We have an entire genetic counseling team just dedicated to third party egg donation, sperm donation. We have relationships with all the banks. That has become, that was kind of, that's how like clinics kind of start with us because they really need help with it. They struggle in terms of, you know, the recipient might have one test and then the donor has another. And so they're trying to figure out like, you know, we do,


    Shefali M Shastri (38:28)

    you


    Jill (38:29)

    consults where we have to say, well, this is the panel that this you had, this is the panel that she had. So how do we compare those two? And what does that mean? Do you need to be tested for anything more? it what's that risk look like if you had a 283 panel versus a 700 panel plus?


    So we have to like look at those in different ways. And I think that's what we do well because we're an independent company where we're not really affiliated with one lab. So by working with all the different labs, we can sort of look at it from a unbiased perspective, sort of say, you know, this is what we think based on those things. I also think, you know, I actually worked with, I started a egg donor program years ago when I first got out, when I started at RMA years ago.


    And so that helped me a lot learn about the recipients in general and the intended parents and how stressful that process is not having control over what that donor like their donor, what their genetics are. And so that, that conversation becomes really valuable to them because they are so looking for information on, know, I'm, choosing someone to essentially become my egg donor.


    I want to know everything about, you know, their DNA, their background, what their family history. And a lot of times, like, I, would say, like, we would go over something and say, okay, well, she has asthma. And the recipient would say, I have asthma too. That's amazing. like, I'm like, you know, instead of being like, well, could be a risk that now you have more asthma. you know, they kind of felt like they could relate to that donor because they had the same thing as them. And so we learned a lot about like, what is really.


    Deb Keegan (40:03)

    it.


    Jill (40:13)

    important to these recipients, why they choose certain donors. And now with banks, it becomes more standard practice where they might want to look at, they see everything ahead of time, but they may just have more questions about it. And then they sometimes want to review more than one donor where they can feel like, okay, I'm looking at this donor, but tell me a little bit about this one. And sometimes we help facilitate those decisions based on, you know,


    genetic risk or history or something that might just make them feel a little bit better about one candidate versus the other. So we're very strong in our third party counseling. And I think that ⁓ that has helped a lot with ⁓ allowing us to see the patients also later in the process. that the sort of continuity of flow where we've met already with the donor, we met with in some cases, we then we meet with the intended parents and then we can kind of go through.


    you know, what that reproductive risk looks like. So I think there's still a big strong need for genetic counselors in the third party arena. And just going back again, I just want to reiterate like what Chef Kate and Deb said in terms of like having the in-house counselors is actually really great for us because we want to make sure that like our goal is just to, because there's not enough just to have that.


    increase that access to care. having over, you know, 55 plus genetic counselors who specialize in fertility, being able to come in and say, can we help? But we also like do talk to the in-house counselors a lot about, you know, how can we, we're working with one right now on how we can build that, as we discussed earlier, a family history ahead of time so that then when they come in, we know which ones we have to see and which ones we don't. So we work with the GECs on that. And I think,


    it's helpful to have an in-house that then can then also help us understand the clinic and the workflow while we're also helping get and increase the access and the demand of the volume that comes in.


    Griffin Jones (42:09)

    For the docs, are third-party cases more complicated than they used to be, or is it just that there's more of them?


    Kate Devine (42:15)

    So they can be, going back to not to beat the same drum, but talk about a challenge to efficiency. Because as Jill said, here we are in a situation where the world is this patient or couple's oyster now, right? They're able to select the donor and with that, the genetics of that will provide half or sometimes if they're choosing an egg and a sperm donor.


    Deb Keegan (42:22)

    No.


    Kate Devine (42:39)

    the full genetics of their potential child. And so I do think this is a place where GeneScreen is a godsend. that they make it easy and that they can review multiple donors that once the patient has really narrowed it down at the same time. And I think without question, every single patient that is using donor gametes of any kind needs to have genetic counseling because there's just so much to it.


    almost none of our patients are in a position to really be able to fully comprehend without the assistance of an expert.


    Shefali M Shastri (43:12)

    I would echo


    that though. What I would say is there's so many egg banks and there's so many donor agencies and there's not a consistency in terms of what, know, expanded carrier panel they're utilizing, whether or not everyone gets a karyotype. There's not a consistency there. And so for us, what we use as our sort of, you know, screening is gene screen. We have them, they're the ones who sort of this out.


    I also think by having a genetic counselor sort of review all of this, it raises the bar and sets a standard amongst egg banks, donor agencies, et cetera, knowing that these are the requirements or these are, and when I say requirements, I don't mean like rigid. I mean, this is what people want. And so it raises the bar in terms of the screening for donors that are available.


    Griffin Jones (43:59)

    sounds like the gateway drug might be donor screening and then you're getting in more with carrier screening for the rest of the needs. Jill, it also sounds like you might be doing more with PGT. Tell me about where that's going.


    jill (44:13)

    so we've been getting approached a lot lately on PGT, specifically for pre and post, because we're finding that there's a lot of ⁓ unknowns for the patients to understand what they're doing and what type of testing they're having. In fact, with carrier screening, we do a lot more, you know, because it's sort of mandated or regulated in some clinics, we just do a lot of the post-tests and interpretation of results.


    But with PGT, we're getting asked a lot on the pre-test side of things because they feel that the patients will then understand what process they're going through, whether it's PGT-A, PGT-M, PGTSR, whatever they're coming in for. They also have been, we've been asked a lot to doing pre post counseling for mosaic embryos because there's so many unknowns. And so even though


    We understand the risks are low of certain things. I believe it's just important for the patients to have that information and understand what they're doing before they go in just because of the sensitivity of what is actually going on and in terms of the risks to any potential embryo that could happen or for future offspring.


    I think the conversation is now being had more. We've built a whole team of counselors, genetic counselors now for PGT. We're learning a lot more that there's some asking us now for doing whole exome whole genome sequencing on the embryos. Again, I think we're still learning a lot. We're still building a lot and growing with it. But we're being asked not just by clinics, but also by PGT labs to help assist with some of the education surrounding PGT in general.


    Deb Keegan (45:52)

    Yeah, think the pre to your point, the increasing requests for pre had a lot to do with, you know, patients thinking if I do this and it's a normal result, then it's a perfect baby in pregnancy. Right. So I think that has a lot to do with dispelling the fact that PGTA is going to solve every everything. And I think Shefali alluded to that doesn't mean you're not going to have a miscarriage. It doesn't mean you're not going to have a baby that's affected. And to really, I think


    educate the patients about what, you know, are there errors in the lab? Are there things that happen after implantation that, you know, produce a different outcome genetically than what we saw in the lab? I think it's very complex. So I think it is very helpful to have those discussions ahead of signing up for PGTA.


    Shefali M Shastri (46:38)

    I just, think it's really interesting. Like, Kate, I think that's very, I think the way that you guys are stratifying the risk, yeah, I think that's.


    Deb Keegan (46:42)

    I love it.


    Jill (46:44)

    Can you guys hear me?


    Kate Devine (46:44)

    I love


    it so much. It took us like a year and a half to sort everything out. This is just like an idea that I had that it's like, know, first patients get upset when they have to do it and their results are low risk or they're both negative, but we need them to acknowledge the residual risk. Otherwise, you know, we're exposed. So.


    Shefali M Shastri (46:58)

    Yeah.


    Absolutely. Absolutely. That's why we


    have them see genetic counseling still. And if they honestly refuse or are ready to go and you don't want to delay them, then it falls back on the doc. Then the doc counsels them and documents it. I love that you have a precise sort of layered system.


    Kate Devine (47:14)

    Yeah. Yeah.


    Well, and then it also the


    double check of, cause we have had near misses where somebody signs off on genetic results that perhaps it's an X-linked, they're an X-linked carrier or something like that. And the whomever was looking at it didn't realize, they're not carrier carrier green light. And there that's imposes a tremendous amount of risk for a sick baby. ⁓ And so to have the, you know, two


    Deb Keegan (47:43)

    terrifying for everybody.


    Kate Devine (47:47)

    systems to check that we haven't missed anything in these huge panels. And then also, you know, the patient has the option if they're low risk to forgo the genetic testing and but still acknowledge the residual risk we felt was kind of like the best of all worlds in terms of.


    Shefali M Shastri (48:01)

    best option.


    You know, the other loophole is when a patient is a carrier for a recessive disorder and so and the partner is not and so they're considered low risk, but being a carrier for that recessive disorder increases your personal risk of not responding to chemotherapy or not, know, like, yeah.


    Kate Devine (48:16)

    Right, right. we, yeah, the manifesting carriers are carriers at risk


    for symptoms. So they fall in the intermediate risk category. So they still have to do the counseling, but it's a 20 minute session instead of a full hour. So we have, ⁓ you know, different levels too. And then it's all priced in. So everyone pays the same price. The people that need the long consult get it. The people that get the intermediate consult get that. And those that are low risk.


    Shefali M Shastri (48:24)

    Yes. Yeah.


    Yeah.


    Kate Devine (48:45)

    for the most part don't do a full genetic counseling session.


    Deb Keegan (48:48)

    And that's


    Kate Devine (48:48)

    it goes to GeneScreen and they have a genetic counselor review it and certify the report. And then they send a report to the patient and if it's low risk, they also manage obtaining the


    Deb Keegan (48:53)

    Got it.


    Kate Devine (49:00)

    ⁓ residual risk acknowledgment. So we put together with our legal department, know, verbiage that basically says, yes, your result is negative. This means you're at a decreased risk for the conditions for which you were tested. However, this does not mean that all genetic risk is eliminated or that, you know, it's not possible that your child could have a health condition. Genetic counseling is available if desired, but not required. And then, you know,


    Deb Keegan (49:19)

    Yeah.


    Kate Devine (49:26)

    please sign that you acknowledge your residual risk.


    Deb Keegan (49:28)

    So really by the time it gets to you, that's the third review because if the lab is doing it, presenting it to GeneScreen GeneScreen then looking at it, right? Signing off on it, hits the clinic, you guys are signing off on it. You've seen it three times, plus the patients acknowledged results in residual risk. Pretty amazing. I think everybody should do that because until we have the genetic counselor, you know, AI.


    Kate Devine (49:33)

    Correct.


    Exactly.


    Deb Keegan (49:55)

    or someone there with you the whole time, it's probably the best I've heard of how it works.


    Kate Devine (50:02)

    That


    AI exists. There are a couple of different companies that offer it, but everyone I know who has attempted to use them, they've had huge problems where it misses


    Deb Keegan (50:13)

    Mm, not there yet, maybe.


    Shefali M Shastri (50:14)

    not real time yet.


    Kate Devine (50:16)

    it sounds like a panacea, but it's so complex that you just, need a real human expert to look at the result and make sure there's nothing that's being


    Griffin Jones (50:26)

    What is the future of genomics in ART? And I don't mean 30 years out, but three to five years out. And why is it timely? What's the inflection point that's happening now?


    jill (50:38)

    as we kind of talked about on this podcast, mean, genetics is evolving very quickly. know, ⁓ Deb even mentioned not only being tested for cystic fibrosis, and then of course it was the big three, CFSMA, Fragile X, and then these panels just started exploding. even to the point of prenatal where you're having


    NIPT testing, but then there was the nuclear translucency, which again, that only took a certain quick time for it to start exploding and becoming more now a mainstream test that patients have once they become pregnant or couples. So I think that we all covered that where it was when we started GeneScreen from 2013 to now is incredible on what we've seen in terms of these increases in panels.


    the the embryo testing, and cancer, hereditary cancer, where that has gone. We're also looking now at cardio and neuro, and I do think that, as I mentioned earlier, there's going to be a point where there's going to be whole-exome whole-genome, not on the embryos, but even at birth. It's happening in the NICUs already, where babies are being tested to make sure.


    ⁓ They have you know figuring out what you know what what it is that's that's happening But I think it's going to end up becoming more preventative where they're to do that before they're even Get to that stage, so I think we need to stay on one of the things I'm interested is that genetic counselors Has a two years master program and so they're very specialized in in talking just about this they keep up with their CMEs their CMEs there. They're constantly going to


    to conferences to learn more and to stay on top of it. And that is all we do, right? That is all we do is genetics. So I think we're allowing the community, not just in IVF, but in prenatal and oncology and cardiology and neurology to be able to now look to genetic counselors for support and to build workflows to help them see their patients faster and do what they do best. And so.


    I believe where doctors need to look now is just finding ways to build it in their workflow where they can continue to do what they do really well and utilizing a genetic counselor or a specialist to be able to build into that workflow in a way that their patients can get the best possible care they can get and understanding the risks that are involved and understanding what this might mean for them ⁓ regardless of,


    if it's of a low risk or not, you know, just understanding where they stand. the other thing we have to think about is these longevity programs where patients are now going to programs where they can, you know, get their testing done to see, you know, how long they can live based on prevention instead of waiting for it to


    genomics is going to, and genetic testing is going be a part of a lot of different areas of medicine. And so, as GeneScreen, we're here to support that in any workflow that we need to get the patients to get through the system and be able to also support the doctors, the PAs, the NPs, the nurses, the whole staff in evaluating and answering those questions. And I think technology is going to be really helpful in that. And so I do believe that.


    AI technology, are all interfacing, these are all things we can do to make this process easier so patients don't have to go through so many different barriers and they can get this access quickly and efficiently.


    Kate Devine (54:02)

    it is absolutely the case that we will all have to deal with some sort of PGTA that involves whole genome, whole exome, or whole transcriptome evaluation of embryos. And, you know, it's basically all of us REIs putting our fingers in the dam of the tsunami for now.


    in trying to mostly hold this off until we understand it better. And then we have all the ethical issues of the cost of this technology. That said, it's coming. Patients are gonna demand it and they're gonna start demanding it in larger and larger numbers. And the interpretation is just gonna be incredibly, incredibly challenging. Again, we will get information that no one knows how to interpret.


    Deb Keegan (54:47)

    in addition to that, PGTP, or the poly polygenic embryo screening where we're identifying embryos at risk for developing diabetes or heart disease. And I think there was just a paper that came out on that this week or last week as sort of the next frontier and that it's here, but people are doing it. And Shefali and I had a conversation about that earlier.


    you know, but where do you draw the line if you are selecting out for those genes, what are you doing to other genes that they may be interacting with that we don't understand? that's going to be another area. I think that's upon us and interesting, but difficult ethically and also scientifically.


    jill (55:24)

    Okay.


    Shefali M Shastri (55:29)

    And lastly, what I'll say, what I'll just add, like on the horizon, I think that in addition to ⁓ what Kate and Debra are


    referring to, I mean, I think that once PGT becomes, you know, there's a much greater accountability with non-invasive screening tests, I think it's going to be accessed much, much more than it already is. So that's going to increase just the numbers. I also think, I mean, if you think out probably past five years,


    If you think out to CRISPR-Cas9, once that is non-invasive or less invasive of a methodology, think that's where we're going to probably be growing. But the question goes back to what Deb referred to, where do you draw the line? It's slippery slope. And so these are some of the questions that come up ⁓ ethically and also in terms of if something is available, do you always offer it?


    jill (55:59)

    you


    Shefali M Shastri (56:18)

    you know, and who are

    you to not offer it or who are you, you know? And so I think those are some of the questions or concerns that we'll have to struggle with. And I hope that before we, I hope the cart doesn't get ahead of the horse. I hope that before all of this is introduced into the, you know, mass market, there's, you know, more thoughtfulness there.

    Griffin Jones (56:37)

    gonna have to be a


    Kate Devine (56:37)

    Yeah, and I would say, you know, to put a positive spin on it, because yes, it imposes a lot of challenges. The pleiotropy issue that Deb raised is a huge thing, meaning like off-target effects when we're trying to, you know, potentially select for health characteristics or even traits. What negative impact could that have on a child's life? That said, you know, was in Esra, you know, last month and


    I heard some incredibly exciting talks. The Juniper group, I'm really excited about the approach that they're taking by doing both the whole genome and whole transcriptome evaluation of embryos and specifically looking at variants that are known to be impediments to embryo viability and how they also are able to associate those variants in the parents.

    Kate Devine (57:25)

    and determine is this de novo, which we know that de novo variants obviously make a lot more sense as something that could potentially count, for example, for things like recurrent implantation failure or embers that don't implant, right? Because obviously the parents are alive and healthy. And then the other piece that they look at is these X-linked inherited mutations that are associated with lack of viability can...

    Kate Devine (57:49)

    kind of be the answer potentially for a lot of our patients who over and over again fail at IVF and we don't know why. So there's also a lot of exciting technology on the horizon. And I just really hope that these groups, as much as there's this market pressure to become profitable, I hope that they validate them appropriately.

    Deb Keegan (58:06)

    Yeah, to your point, it also will have to be gated by virtue of the fact that it won't be standard, probably. And how will people afford it? How will it be accessible, universal, available when no one can afford it? So that's going to make it even more interesting as we get into the ethics of it, right? Somebody who has the same risk in, you know, one with one insurance or one income versus someone who doesn't, there's a trade off there,

    Kate Devine (58:38)

    The ASRM ethics committee definitely has their work cut out for them this decade.

    Griffin Jones (58:42)

    It's been awesome having all four of you on the program. Thanks for coming on.

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Dr. Kate Devine


 
 

263 The Vanishing Fertility Doctor Dream. Drs. Kevin Maas, Cristin Slater, Kyle Tobler.

 
 

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.


Doctors used to dream not just of earning well, but of controlling how they practiced and how they cared for patients.

Doctors Cristin Slater, Kevin Maas, and Kyle Tobler—partners at the independently owned Idaho Center for Reproductive Medicine—explain why that dream feels so far away for many.

Here’s what we cover:

  • Why Dr. Maas says he’d never go back to a private equity-owned network

  • Hidden legal clauses & earn-outs that can trap REIs

  • The tug-of-war between business interests and clinical decisions

  • How independent practices can innovate (including the tech they love)

  • The advice they’d give to any fellow or young REI thinking about their future, and how they can still live the dream


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You deserve to know, and we’ll help you. MidCap Advisors represents fertility clinics and other fertility companies when they sell their businesses. Our expertise includes,

  • Over $4 Billion in transactions closed

  • Understand cycle volumes, lab partnerships, and payer mix impact on valuations

  • Expertise spans single-location sales to multi-state network acquisitions

  • Perfect fit for founders facing growth, exit, or partnership decisions

  • We speak your language because our team worked in the fertility

No retainer fee. No consulting fee.
We only get paid if you sell your business. Our job is to be your trusted advisors and help you, even if it’s not quite time to sell.

TALK TO ADVISOR
  • Dr. Kevin Maas (00:00)

    So you've signed this agreement that you think is going to protect you if that company doesn't uphold its end of the bargain. And then when it collapses, suddenly we find that we may be beholden without our input to another private equity company that can swoop in and assume control of the clinic. So there was a fair amount of expense that we had to incur to become independent through no fault of our own.


    Griffin Jones (00:37)

    hadn't thought of it like this before, but the vanishing fertility doctor dream feels a lot like the vanishing American dream, doesn't it? Or whatever country you're in where this is true, young people shut out of stability, drowning in debt, unable to build the life they imagined. The same story is unfolding in REI, isn't it? Doctors used to dream of not just earning well, but also having control over their finances, how they practice and how they care for patients. Three guests helped me see it that way. Doctors, Cristin Slater, Kevin Moss, Kyle Tobler, they're all partners at the independently owned.


    Griffin Jones (01:08)

    Idaho Center for Reproductive Medicine in Boise. They used to be an integra-med group. Dr. Moss says he'd never go back to with a private equity owned network. And they explain why. Earnings squandered, legal clauses hidden in Delaware law, clinical decisions overruled by business interests. If you're a younger doctor thinking about your future, you need to hear this. I'm not saying all network or private equity firms are the same. They're not. There are pros and cons. But when someone says, handle the business, you focus on the medicine. These doctors give examples of how that often ain't the case. Dr. Tobler shares a moment from the fellows Park City retreat when he was a fellow that made him know that he wanted to go into private practice ownership. We talk about the challenges of keeping doctors engaged in private equity groups after they can't buy into a certain equity or if they've sold after they hit their earn out.


    I press them on innovation for independent practice groups. And that gets us talking about the tech stack that they've invested in that they really like and the tech stack I think every practice needs to have. If you're a younger doc and just want to talk to someone who's been there, I've gotten to know these three over the years. They're kind, open, and I'll happily make an intro for you. If you have no intention of going to Boise, you want to go someplace completely different, I bet they would still be happy to give you their time.


    They're that kind of people. Enjoy this conversation with the partner team at Idaho Center for Reproductive Medicine.


    Announcer (02:35)

    Today's advertiser helped make the production and delivery of this episode possible for free to you. 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, and the guest's appearance is not an endorsement of the advertiser.


    Griffin Jones (02:57)

    Two episodes in a row where I've had all the docs from an independent practice on board. I'll tell you that Carolina Conceptions had all 5 docs on, but I'm so honored that I've all the docs of these different independent practices. To me, it's an honor. Kevin, would you ever sell your practice to a private equity backed fertility network again?


    Dr. Kevin Maas (03:20)

    We've had offers in the past. It's something that we've partners have discussed several times. And I think we all agree that that's not something we're interested in doing. ⁓


    Griffin Jones (03:32)

    Why not?


    Dr. Kevin Maas (03:33)

    You know, I think we want to maintain control of the clinic. We've been part of a network previously. And, you know, I think when you join that type of private equity network, there's kind of promises made, you'll have access to resources. You'll have the backing of these big financial resources to grow the practice how you want. But we found that when it really came to wanting to expand our practice when we were in the network. We really didn't have the freedom to do it the way we thought we would.


    Griffin Jones (04:04)

    Did you want to expand your practice?


    Dr. Kevin Maas (04:06)

    I think, example, this was a while ago when I think it was Dr. Slater and myself and Dr. Slater, can clarify if I get anything wrong. But for example, we were looking at wanting to purchase some additional incubators to expand the capacity of the lab. you know, ended up, you know, and then on a different occasion, we want to purchase an in-house hysteroscopy set up to provide hysteroscopic services in-house.


    And in both cases, we approached IntegraMed at, you know, with our proposition. In both cases, they turned it down. And as part of the agreement, if you purchased some of these things with kind of pre-tax earnings from the business, the equipment belonged to the private equity group, not to the clinic. So it made it like, it was an extra disincentive to not want to do things. actually ended up being kind of.


    an inhibitor for growth and expansion to meet the demands of our patient population.


    Griffin Jones (05:07)

    To me, Cristin, maybe you can chime in on this, but I've always never fully bought the idea that we do the business stuff and then we don't interfere with medicine. To me, I don't think there's any way of completely forcing that. To me, that seems like an example. We want these incubators. No, you can't have those incubators. I between the business relationship and the clinical decisions when you're a physician trying to have that control.


    Dr. Cristin Slater (05:38)

    With the clinical practice, know, and the financial part of that, they're intimately evolved and they work together. And I think you have to have all of your interests and values aligned. And if some of your values are expanding clinical growth, but the financial aspect isn't, then they're not aligned.


    Griffin Jones (05:55)

    Where are there examples that you can think of. Like where you wanted to go a certain direction and they said that they weren't going to fund it.


    Dr. Cristin Slater (06:05)

    Yeah, I wanted to building a new building. You we thought that they would help us to build a new building. you know, initially they said no, and they said, we're going to give you this interest rate, which is higher than the interest rate that I could get from the bank.


    Griffin Jones (06:19)

    Would you have had? Could you have? Could you have?


    Griffin Jones (06:20)

    to borrow from them? Borrowed from the bank or did you have-


    Dr. Cristin Slater (06:25)

    Yeah, could borrow from the bank, but the bank was a lower interest rate than the private equity.


    Griffin Jones (06:30)

    And so, and then at that point, if you're having to do that, it's kind of like, well, why am I working with a- that's right.


    Dr. Cristin Slater (06:36)

    You feel like, okay, you've got someone who's got capital and this is a great benefit that you can do these things you normally wouldn't do on your own.


    Griffin Jones (06:45)

    I did an episode with Dr. Schnorr, two or three ago, called an IntegraMed autopsy. And it was a really good episode and he talked in a lot of about his situation. But what audience might remember is that IntegraMed did own equity in some practices. It did not own equity in other practices, rather it had a management contract. Did they own equity in your business?


    Griffin Jones (06:48)

    three years ago called


    really popular.


    detail


    for you.


    Dr. Cristin Slater (07:12)

    We were a management contract clinic.


    Griffin Jones (07:16)

    Was that easy or to rec... There's still a lot of...


    Griffin Jones (07:18)

    cover from or what


    things that were dropped in your lap.


    Dr. Cristin Slater (07:24)

    The most painful thing was when they went bankrupt. I don't know if people are aware, but we would give our money to IntegraMed and they would give us back to it for our distribution. We would do it quarterly. So when they were going bankrupt, they had taken our quarterly money, didn't get it back. A little painful. Another thing is the bankruptcy law is completely different than any other legal system. So we had to pay lots of money at the bankruptcy court and so we paid money to lose money. It was just an interesting experience with the legal system.


    Dr. Kevin Maas (07:56)

    And I think along the lines of what Cristin's saying, it was kind of eye-opening with the legal process because when IntegraMed kind of went bankrupt, you know, there's language in the contract we had with IntegraMed that basically said if they defaulted on their fiduciary responsibility to the clinic, that, you know, this contract's null and void, but, you know, this was kind of...


    litigated in the state of Delaware where that language isn't binding, apparently. So you've signed this agreement that you think is going to protect you if that company doesn't uphold its end of the bargain. And then when it collapses, suddenly we find that we may be beholden without our input to another private equity company that can swoop in and assume control of the clinic. So there was a fair amount of expense that we had to incur to


    become independent through no fault of our own. was their kind of financial recklessness that endangered our clinic, took away a quarter's worth of our earnings from us. And then at the end, we had to fight for our independence on top of it, even though we thought there was language of the contract that protected us.


    Griffin Jones (09:12)

    referring to an assignment clause is what was in that contract that they call their contract to another company or is there something else about in the state of Delaware that you learned about?


    Griffin Jones (09:17)

    could sell.


    was breach.


    Dr. Kevin Maas (09:27)

    Don't trust me legally because I'm probably not the person. I just know it was something that we ended up having to contend with that was a major issue. I'm not sure, you know, it was years ago, so I'm not sure in terms of specific language in the contract, whether it was kind of one or the other, but it was something we had to deal with definitely in order to gain independence from kind of what happened.


    Griffin Jones (09:47)

    Did you just walk into all of this?


    Dr. Kyle Tobler (09:49)

    Yeah. Well, I actually, it's funny you asked because I was in 2020, I was getting out of the army looking for practice to join. And this was spring of that, I was doing in the winter. I actually was going to join a practice elsewhere thinking it was independently owned. And I had actually signed a contract and it was, I was told to me that the way they explained it, sounded like it was only to, I thought that had a business, a business contract, but they found out this practice was outright owned. And they talk about


    you know, you become a partner and shares and all that. When you assume partner, you think ownership, but it was like, wait, you're not going to be a true partner. This thing's already owned. So I backed out of it and kept looking. And then I aligned myself with, you know, Kevin and I have known each other for years since fellowship, we did fellowship together, same year group. Anyway, so I reached out to Kevin and said, hey, are you guys looking? Because Boise looks like a cool place. You guys are definitely, you know, a small group that I'd love to join. And then just kind of lined itself. But the sad part was,


    Griffin Jones (10:25)

    What?


    Dr. Kyle Tobler (10:48)

    Then IntegraMed, where I was gonna join them that spring, and that's when IntegraMed fell apart, and they took the hard decision. They had a major financial hit, and they still brought me on as an employee, even though they were in a tough spot. I really appreciate, and COVID was happening. they had a lot going on, and I really, I do appreciate them not saying, hey, sorry, dude, and still taking the risk with me.


    Griffin Jones (11:12)

    I also could have been a risk for you.


    Griffin Jones (11:13)

    sounds like a


    too it sounds like there's a mutual mutual how much how much did you know not


    Griffin Jones (11:18)

    Whereas


    Dr. Kyle Tobler (11:21)

    I mean, they kind of explained the situation where and I was kind of aware of it because I was watching practices that IntegraMed was not doing well and the practices associated with them were getting hurt. But as far as kind of how much they were out of pocket and the details in that, I wasn't privy to


    Griffin Jones (11:36)

    If you're a fertility practice owner, you're either thinking, heck yes, I'm with these guys. I'm going to be independent. I'm fulfilling this dream. I love it. I'm going hard. Or you're in the other camp and you're thinking, yeah, it's okay for you guys. I might be ready to be out of this. If you think you're even close to that second camp and you're thinking about selling your practice as your fertility company, talk to the guys at MidCap Advisors. To help you understand your current transactional value, we will teach you things about what drives the value of your specific practice or business.


    They'll show you that for the long term as well as the short term. And they will keep you informed on what's going on with other practices in the M&A landscape because they do a lot of deals in the fertility space and they don't charge anything for that. They represent the sell side. They're advisors on the sell side. You, the practice owner, the business owner thinking about selling your company. They don't charge for any of that unless you sell your company. They do a ton of free consulting, way too much in my opinion. They're too patient in my opinion. You know those calm, rational, measured people, the kind of people that you want to room in a crisis? It's those guys. Aren't they the worst? You can talk to Bob Goodman, Brijinder Minhas, Richard Groberg at MidCap Advisors. Go to midadvisors.com or ask me, I'll make the intro. It's midcapadvisors.com. And so, Cristin, why hire another doc during that time?


    Dr. Cristin Slater (13:02)

    Well, honestly, I mean, the amount of money that we were giving IntegraMed was quite a bit. So if we hire another doctor and we're not having to give IntegraMed that money, honestly, it financially worked out better. It's like, it's better for Kyle to join where he's not giving X percentage to the private equity company. Truly, you know, in our situation, it really was.


    Griffin Jones (13:25)

    So tell me about, so I'm not quite totally understanding the quarterly money that didn't get paid back, help me understand that.


    Dr. Cristin Slater (13:34)

    It's a strange setup. So they would get all of the money for the quarter. And I think other clinics may have done it monthly. And then at the end of the month or end of the quarter, the true up, then they take the expenses out and then they give the distributions. But it just so happened we were on a quarterly basis. So they had all the money from the quarter and never gave us back those distributions. Plus didn't pay all the bills because they were taking all the money, paying the bills, giving us their distributions. so that last quarter, they took the money, they didn't pay all the bills, they paid some of them, not all of them, and then we didn't get distribution. So we lost that. So that was that financial mishap. And then also with contracts, when you're working with a private equity, in the contract, it'll say you give a certain percentage to the private equity. But when we're not with private equity, we're not giving that percentage. So that is saving money. And we can use that money to have a good accountant and have a good office manager and extra money, typically there is extra money. And so at that point, it really wasn't a risk to Kyle. We would have told him if it was, but it really wasn't.


    Griffin Jones (14:42)

    And Boise is also kind of up and coming market too. think that people that don't know about Boise, you go there and it's, yeah, listening, the doctor giving the hush signal because I think nobody wants another Denver or Austin on their hands if they're from a Western city like that. If you're looking for the new Denver, you're looking for the new Austin, go there before it gets ruined. 15 years, it's going to...


    Griffin Jones (14:43)

    Cool.


    cool app, but it is.


    Dr. Cristin Slater (15:11)

    Good quality of life, good outdoor activities, that's for sure.


    Griffin Jones (15:14)

    Yeah, it's a really cool spot. Kyle, did you come for the con... You said you had looked at a different practice. You... It was...


    Griffin Jones (15:18)

    come control reasons because you found out that


    private equity owned and that bail on that reasons of control or something else.


    Griffin Jones (15:27)

    had you been was that for the


    Dr. Kyle Tobler (15:32)

    Well, I just wanted the opportunity to be in like a small beam practice where I'd actually have the opportunity to become a full partner with the ownership on both sides as a medical practitioner, but also as an owner of the business. And so I was actively seeking practices where that would still be that kind of model is, know, kind of little by little was even this is back, you know, six years ago was kind of fading away. could see it actively fading away. So I was, I was seeking practices with that.


    Griffin Jones (16:03)

    Did the IntegraMed practices work together during all of this as you're all going through this, is it kind of every practice for itself in all of this? Yeah, they work together. then some decided to move forward, to remain independent. do you that decision? To re- Yeah, as opposed to saying, okay, let's go. That are building anew or was everybody...


    decided to go together, others decided.


    you decide that.


    Dr. Cristin Slater (16:24)

    independent?


    Griffin Jones (16:27)

    go with the folks that


    Dr. Cristin Slater (16:29)

    I after that whole experience, there was no reason to jump into another contract. We're doing fine. There really wasn't a reason. And also a little bit, maybe I'm old fashioned, I do like, if we can manage this to be our own business owners and we've got our medical practice, but to do that. And also for the next generation, I do feel sorry for the next generation. When I was in fellowship and I got to join.


    practice where I could be full partner and have control and I don't think it's fair to the next generation.


    Griffin Jones (17:04)

    Tell me more about that, Kristin. As you put it in those terms, it's making me think of public conversation around it's not fair to this generation that six figures in student loans, it's not fair to this generation that they can't buy, that they can't. ⁓ Do you think of it in sort of the same terms that there's?


    Griffin Jones (17:09)

    The


    they have.


    house that they pair up.


    Dr. Cristin Slater (17:28)

    Yes, I do. feel like, you know, this is the dream and you know, whether the American dream or the REI's dream when they nurse their fellowship, what kind of practice they're going to have. It's just nice to have that option. Now everyone may not want to do that. Maybe some people want to join, you know, an institution that's like that, but at least you have that option.


    Griffin Jones (17:50)

    What do you remember the dream being? I know I'm asking you to go down memory lane, but when you think of yourself in medical school, residency,


    Griffin Jones (17:58)

    specifically as you can recall, what was it that you really hoped to have?


    Griffin Jones (18:02)

    we're dreaming about. What did you


    Dr. Cristin Slater (18:05)

    That's mostly just patient care, honestly. I didn't even think about the business. know, Kevin was saying that's something we don't even, you know, we don't have that brain, that lobe of our brain that really thinks that way. And so I was just, my dream was to see patients and things. But then after you do it a while, you know, you see the benefits too of having more,


    Griffin Jones (18:26)

    Kevin looks like he got something to add.


    Dr. Kevin Maas (18:28)

    Yeah, I I agree with Cristin. It's something, you know, in med school, all of your training, all of your focus is on learning medicine, caring for patients. And there really isn't, you know, through medical school, through residency, through fellowship, there isn't a discussion on how do you run a business, you know, because we're not exposed to it. It's usually not at the top of our line. I think, you know, maybe now, you know, when we were graduating, you know, there were


    podcast, there wasn't this information disseminated. So it's something where, you know, I don't feel like I was really fully educated and really that aware of, you know, equity-owned practice or not when I finished my fellowship. don't remember whether people aren't completely transparent about it, because I do feel like there's an element where people who are part of these equity practices aren't totally transparent about it, kind of like Dr. Tilt, where it was


    was mentioning, but I feel like when I finished my training, it wasn't something that was even on my radar. But now looking back hindsight being 2020 is like, yeah, this is important. This is something that should be taught to, you know, medical practitioners at some point during their training.


    Griffin Jones (19:44)

    Kyle, when you went into private, you weren't coming out of fellowship. You had been in the army. How long were you in the army for?


    Griffin Jones (19:45)

    practice.


    Dr. Kyle Tobler (19:51)

    six years. So I finished fellowship in 14 and I fulfilled my commitment in 20 at 2020. Along those lines, so kind of I've been watching, I knew I was going to exit the Army. wasn't going to retire. I didn't have a long commitment to kind of push me over to that point. And it was interesting. This was a Park City retreat. And I still remember this. It's in the field, just REI alone. There's just not a lot of discussion. what's the gorilla in the room is money.


    Like how much money can you make? How much money is someone going to take from you to help you see your patients? And not only take your money, tell you how to do it too. And it was super interesting. So we go to the Park City retreats and then they had this kind of the panelists and there was a lady there, private practice by herself, California. And they said, hey, well, how much money do people make? This is for the fellows, right? No one would say, the academics would say, and it was kind of what I was expecting. And then the lady in private practice, she's like,


    my God, I had no idea how little money you guys made. I'm, I'm not comfortable saying and it was it was like, what? So she wouldn't say but she was so shocked. And then it's like, they're all seeing the same. And then it kind of came, it's like, we're all doing the same thing here. It's not like these people from these other practices are only doing research and writing papers. They're they're moving volume. And then it kind of came, well, how much volume are you moving? How many patients are you seeing? And then it kind of like, wow, so that the


    Dr. Kevin Maas (21:18)

    feel


    Dr. Kyle Tobler (21:18)

    filled


    with money and how much money you make and for you're getting paid to do, it's not necessarily even whether it's an academic, like the folks who are not seeing the patients have to get paid. And a lot of them have really big salaries and you're the only one who's actually see the patient. that was kind where my mindset is like, huh, don't, think I really, cause in the military I started presenting being told what to do, but at least no one was taking my earnings from me. But the military was definitely my big boss. I'm like, you know what?


    another layer on that when I can like look at how much money I'm making and how much money all I call them the good idea fairies floating around where there are these people that have all these good ideas, but you're the one who does the work. And so was like, I just don't want any part of that because I think I'll resent it.


    Griffin Jones (22:02)

    So this was at the Park City retreat before your six years of honor.


    Dr. Kyle Tobler (22:07)

    This is why I was still in a fellow. This was why I was in fellowship. I just remember as a fellow, this is before I was in the army, and it was just, you know, as a fellow, you're thinking about your paper, you're thinking about your research, just get me through fellow, I want to be a good doctor. And then it came kind of came up because the this like started talking about this job market. And it's like, huh, this is I didn't I just opened my eyes like, wow, this is this is not all even. And that would kind of prompted me to kind of really dig into like, what do want to do when I get up the military?


    Griffin Jones (22:35)

    So you're saying the physicians at academic were sharing how much they made and it was the owner that's, I don't feel comfortable sharing now because I make so much more than you. So then, all right, so you're seeing the opportunity and the control and maybe that's where your REI American dream is being born and you wanted to hold on to


    Griffin Jones (22:39)

    they were


    private practice said.


    That's where.


    So is that partly why Boise Place is like, you could still have the


    Griffin Jones (23:02)

    came into


    Dream.


    Dr. Kyle Tobler (23:07)

    Yeah, that's absolutely. Well, it's a great place to live. So I was kind of looking for, okay, where do I want to move my family? And then where can I pursue this? You know, the kind of like, how I view it, like what Cristin's saying, how do I view myself in the future? And what do want to? What? What do I want to try to tackle? And that's what that's how I, that's why I saw it. And who do I want to work with? What was the other thing is like, okay, they're great people.


    Griffin Jones (23:30)

    So, do you buy in right away? Plan out.


    Griffin Jones (23:31)

    Did or was there a how


    did that work?


    Dr. Kyle Tobler (23:35)

    Yeah, so there was kind of a term of kind of ⁓ a lead up as an employee for about about two and a half years. And then with always the plan right up front that no, no, you're going to join this and we will make you partner. So it was upfront. These are these are my expectations joining your practice is I want to be a partner and that yeah, that we want you to join our practice to be a partner. And our expectation is when you become a partner, we're going to make you even with us. didn't we didn't pencil out every single detail. But at the same time that there was


    on paper was that expectation. This is how we're going to treat you and what our expectation of you and align with what I want.


    Griffin Jones (24:11)

    Kirsten and Kevin, I've...


    Griffin Jones (24:13)

    talked with doctors, two to three year phase.


    Griffin Jones (24:15)

    that have been in that two days


    and they thought that they were on a partnership track and then didn't happen and both kind of parted ways feeling like they got screwed. And then I've also, she wanted partner, no way. It wasn't even close. Artie in that situation has felt like they were the ones that got the short end of the stick. It seems like they weren't.


    Griffin Jones (24:23)

    parties.


    but each part


    Griffin Jones (24:43)

    specific enough in the beginning of what the expectations were? What expectations did you


    Griffin Jones (24:47)

    You


    specify that this is a, Kyle, you're.


    Griffin Jones (24:51)

    This I will know.


    partnering up with us.


    Dr. Cristin Slater (24:55)

    When you're a partner in our model, it's going to eat what you kill. You're pretty motivated to see patience because you're getting compensated. It's a very, very sick affair or way of doing things. I think it really just motivates you to want to build up your practice. When you are a partner, then you're in charge of your destiny. If you don't want to work that much, you're not working as much and you're not getting compensated as much. You want to work a lot, you're getting more compensated.


    share the call, the weekends and things like this.


    Dr. Kevin Maas (25:26)

    Yeah. I mean, I think it was kind of like, it was laid out kind of early, like has been mentioned with the group that yeah, it's like a two, three year period where you're an employee and the goal is for you to become partner. I think we had the advantage of knowing Kyle and knowing that, you know, we were pretty selective in terms of, you know, we wanted to find the right person to join the practice. So we kind of.


    We talked with a few other people, but it wasn't something we were opening the door to just anyone. We wanted to make sure they felt like they were a right fit from the beginning. So we're pretty selective upfront with who we brought in, kind of knowing that they were going to be a good fit. And I think that that would be the case again, moving forward. So far, our partnership track has been a hundred percent people we've invited on. The intention is you're going to be a partner and you know, we are looking for people that


    be hard workers, provide great patient care, and work with the team well. And I think we've been pretty good in terms of being selective upfront and being transparent with what the timeline is. ⁓ And, you know, so it's worked out well for us so far.


    Griffin Jones (26:42)

    Was there a minimum number of patients that he had to be seeing or minimum number of articles or minimum revenue billed?


    Dr. Kevin Maas (26:49)

    And the truth is, it takes, like, I feel like it takes at least a year to get a critical mass where you're even really kind of bringing in some revenue. And it's like, you just have to have a realistic expectation. I mean, I think Kyle's schedule was full upfront, but you know, you have patients that are coming in as new patients, you're doing diagnostic testing, that testing takes two or three months to get these results, come up with a diagnosis.


    A lot these patients don't want to do IVF upfront and they don't need to do IVF upfront. So they do less aggressive treatments. There's a few that do need IVF based off the diagnostic criteria, but it takes a while to get that clinical volume where you're breaking even and then making a profit. But you have to be realistic. That is at least a year, even with someone like his schedule from what I recall was pretty much almost full from he hit the ground running. know, it's like you said, this is.


    a growing area, pretty much the main clinic for the state. And so we've got a built-in population. We knew that, you know, things were growing. And like on top of just meeting the needs of our domestic patients, we had a growing international component. We do a fair amount of egg donation surrogacy that also was kind of growing.


    So we kind of knew right off the bat that we could fill another physician's schedule pretty easily, but you have to be realistic. takes some time for them to get the patients through, worked up to the point where you're seeing returns on that.


    Griffin Jones (28:23)

    You know, what do you think? Are you with these guys independent practice owner for life or you thinking about selling stepping back? Just focusing more on medicine and management if you're used to being that second group talk to the guys at MidCap Advisors will take the time to understand your goals I can't endorse them because I've never sold a business a bunch of people that have seemed to like them I've really enjoyed getting to know them over the course of the years because they are good people that do what they say they're going to do. And they will model deals for you. They'll talk to your attorneys, your accountants, and they'll do that without you paying them a dime because they only charge a fee for your business. So in the meantime, they're free consultants. It's MidCap Advisors. If you're thinking about the next chapter, it's MidCap Advisors, go to midcapadvisors.com. What's the biggest challenge for independent practices right now?


    Dr. Kevin Maas (29:10)

    I think number one, it's like we alluded, we're not trained in business is I think definitely a challenge. You know, it's like we've never been trained to read a P and L sheet. don't have the legal background in terms of, you know, what are some of the legal elements for partnership? Uh, you know, so I think there's, you know, and then just dealing with the growing staff and like, what's the appropriate level of staffing? What do you, what's appropriate compensation for different roles in the clinic?


    You know, there's all these things that you don't think about until you're there trying to deal with it. You're like, oh, okay. It's not, you know, and clinics don't necessarily share this information freely. So you want to be free. You want to be fair with the employees, but it's like, you also have a business and you have to have a bottom line that you're meeting too. And so it's a, you know, but we don't have any training in that. So it's something that, you know, you kind of try and learn along the way.


    But honestly, I think we'd be even better served if there was formal training in some of this before you got into the workforce.


    Dr. Cristin Slater (30:14)

    Luckily, we don't have this problem, but I have seen where there's small independent practices and they want to retire and maybe they haven't gotten someone that wants to buy into their business, you know, for various reasons, then that makes it harder because some of these people can't retire because they have no one to buy their business. But if you're with private equity, you know, you can just, it's not your issue. I mean, they're the ones that have to keep the practice going and things like this.


    Griffin Jones (30:40)

    which they'll do if you're in a city where there's other docs or if there are like


    But for those doctor groups that are in areas where


    Griffin Jones (30:54)

    There's not any other REIs around. They're kind of auto-


    Griffin Jones (30:57)

    luck for-


    Dr. Cristin Slater (30:58)

    creating.


    Griffin Jones (30:59)

    for being able to. And oftentimes.


    Griffin Jones (31:00)

    to sell their practice.


    It's the groups that do have the opportunity to sell to others that can get the biggest payload from private equity. ⁓


    Griffin Jones (31:06)

    do have the most other younger docs. ⁓


    And so


    kind of eats into the REI version of the American dream that we've been talking about.


    Griffin Jones (31:22)

    this


    of house


    because the big


    Griffin Jones (31:31)

    Property management companies that own thousands of Airbnb properties are driving up the rentals and Chinese investors are driving up the costs. It's kind of that version of what happens in Ferrari. You're somewhere in the middle of a... You're not the... the... ... attribution in terms of your docs. You got the docs, you're in growing market.


    Griffin Jones (31:35)

    properties are


    of real estate.


    I practice. Of those groups. Biggest group, but got a good district. Three.


    Obviously people have called.


    Griffin Jones (31:55)

    called


    you since the IntegraMed break. Have you gone into any of those suits? I've called on you.


    Griffin Jones (31:58)

    up how far have you


    Dr. Cristin Slater (32:03)

    mean, there was only one group that we talked 40 minutes, but no, we haven't really, we just not actively interested.


    Griffin Jones (32:11)

    So you're not really even interested in having the conversation with those kind of folks.


    Dr. Cristin Slater (32:18)

    I'm curious about it, but I don't think unless we're all really interested that it's even fair to their time.


    Dr. Kyle Tobler (32:26)

    I've viewed it as like how our age is and you know, like I said, you get the big payout and it's like well, so for the retiring doc, it's like a great thing. But I'm like, got a lot of years of work even with a big payout. still, you know, I'm, and I was like, well, what am I going to do once you get to that point of what I, or what I keep working for these people? And that's, I'm just kind of curious what's, you know, this evolution of the doctors, the primary owners.


    Dr. Kevin Maas (32:45)

    Please?


    Dr. Kyle Tobler (32:54)

    who are now fulfilling their obligations, what's going on with these guys that are now, they've met their obligation, are they hanging around or are they gonna just kind of stop? So that, I'm really curious what happens with that. Who picks up the torch? Because they don't really have anything to sell the young people.


    Dr. Kevin Maas (33:09)

    There's like even like an additional element of control. You know, like why you have the initial private equity group that purchases the practice. They pump in money to try and grow, show how profitable practice is. And then when that practice, when that private equity group sells to another group or there's some merger or something. Now, what happened, you know, maybe the group you were first with has a certain vision you feel like you're in line with, but you've been sold off to this other group. You don't have majority shares.


    You're not involved in that decision. Now you've further lost control with a group that may be interested purely in slimming down as much as possible. The point where it could create dysfunction in terms of staffing and providing patient care. So there's like the initial purchase and joining of private equity, but there's the evolution of the handoff from one equity firm to another that you don't necessarily have control over. And I could see that creating even further drift in terms of.


    retirement plans, that the new groups being in line with the physician's goals and, you know, wanting to serve the community. so I think that's something that's completely out of your control when those handoffs start happening.


    Griffin Jones (34:24)

    The next one has to get even more out of it. If I'm buying something for $10 million,


    Griffin Jones (34:25)

    to get right because.


    I've got to be able to sell it for 30 or 40.


    Griffin Jones (34:33)

    You


    know, I've got maybe 20.


    Griffin Jones (34:35)

    or thirty I've got to be able to


    Griffin Jones (34:37)

    sell it for in some years time and then if I buy it for 20 or 30.


    Griffin Jones (34:40)

    then I've to sell it for 40 or 50. ⁓


    Griffin Jones (34:42)

    And in order how going


    to increase the multiple that much. think that goes a little bit in into your point, Kyle. I for not retiring. I don't know what the incentive is.


    Griffin Jones (34:47)

    Bye.


    for these docs that are


    is


    to stay because


    just just just for the


    Griffin Jones (35:06)

    take


    around numbers and then you sell, you know, you're equity, you know, you're the one who's to to the buyout. But then why are you going to go make $400,000 a year if that earn out is done? I don't know how they answer for that. And it sounds like you caught on that too.


    Griffin Jones (35:09)

    that you sell 60 % equity there to get the rest.


    after that.


    Dr. Kyle Tobler (35:27)

    know the numbers, guess you'll be okay. So it's still, you know, they're still paying relative not relative in absolute money is like, yeah, that's a great salary relative to doctors. But if you are never privy to what your true potential is as a business owner is so like, and I feel like one of the things like, till I got here, it's like, I had no I actually had no idea what the numbers what the potential was, or what you could expect. I knew it was better than having an actual employer, but but you just don't know. And I feel like


    People in fellowship being trained by academics, they don't know that these senior docs, have. And because they've been in academia and then they're coming out and they're like, wow, they're, they're offering me a great salary, but they actually don't know how that relates to no, no, no. If you actually take the risk, find that right. Dig a little more instead of just going out to dinner with these guys and like wooing you with, we'll pay for your research and this and that.


    Dr. Kevin Maas (35:59)

    idea.


    Dr. Kyle Tobler (36:22)

    that they actually just don't know. I feel kind of sorry for them, but it's just people are so private with their numbers and that's human nature.


    Griffin Jones (36:31)

    Maybe they're not totally understanding the potential reward. Second thing is that maybe that placing a real big emphasis on the risk. So let me steel man that for a second, because if I'm coming out of fellowship and I'm in debt, I went to Vanderbilt, I went to a really expensive undergrad school. went to then medical school. I've got a bunch of debt from, I didn't make


    Griffin Jones (36:33)

    totally understand


    because ⁓ to yell.


    to


    Griffin Jones (36:59)

    hardly any money for seven years between residency and fellowship. And now this is the end. I'm starting my family and we finally want our forever home. Now I'm starting to see, give me that one, just give me that, that money right off the bat to, I don't want to take on any financial risk. This is terrifying. And the landscape is also changing is sure that might've worked for the docs in the two thousands, but now


    Griffin Jones (37:11)

    Yeah, just-


    because his ter-


    We have payers of all


    Griffin Jones (37:30)

    consolidating. We have


    sorts of different companies coming in, driving up competition. Maybe the lab is going to be automated and what is that


    Griffin Jones (37:40)

    So how do you help docs out the right


    Griffin Jones (37:42)

    I hope younger think about risk.


    Dr. Cristin Slater (37:45)

    You've


    got to talk to the older doctors too and it's all education and talking because when, you know, when anyone buys a house, if you didn't know, said, you're to have to spend whatever half a million, a million for a house or 40,000 for a car. That's daunting itself. But then when you talk to people and say, this is the usual trajectory and you know, this is how it works. It's okay. And they have more long-term information than you're not as nervous, but you have to.


    You can't just have that short-term vision. have to the long-term vision.


    Dr. Kevin Maas (38:19)

    think you have to see what's the history of the clinic in terms of bringing on new doctors. How have, you know, when they bring, have brought on a new partner, what proportion of those members have gone on to become full partners? You know, cause there, there are clinics out there that have a reputation for burning through new fellows. And, know, it's like, you know, I think when I finished fellowship, I knew some of these clinics that had a reputation of burning through


    new hires and then discarding them. So it's like, think when you bring someone on, be transparent, what's your track record? And I think like Dr. Slater said, you know, this is what, you know, be transparent. This is what you're going to make salary wise for this period of time. This is our track record of bringing someone on as a full partner. And once you become full partner, this is what that salary looks like. This is what the earning, the shared earnings look like in addition to the salary that you make.


    And I think that providing that kind of transparency and your track records, something that should provide some reassurance.


    Griffin Jones (39:25)

    The track record would provide


    Griffin Jones (39:26)

    some reassurance and there's a lot of independent practices and that's a decent predictor.


    Griffin Jones (39:29)

    is with good track record. The pattern is a picture


    of the future, but it would totally assuage


    Griffin Jones (39:36)

    I don't know that


    my concerns, let's stick with the home analogy for a second. ⁓


    Griffin Jones (39:42)

    lot of people have the opportunity


    to overpay for what they used to be able to get a dis... As a fixer upper. So it used to be a big... ...HVACs... ...needed to update... ...those types of projects still...


    Griffin Jones (39:47)

    count on as an


    big difference in the home price. If you had to the new roof on, had to do a new A system and you need to get the kitchen and bathroom. And now it's


    cost a ton of money. So instead of saying, well, yeah, but I could own the equity and I actually invest in that and I could make it better. Saying, forget it. I don't have, I don't care that I'm throwing money away for rent.


    Griffin Jones (40:10)

    could slow. Better people. Care that equity.


    I would rather go to this.


    Griffin Jones (40:22)

    know, condo complex and be part of an HOA and have everything taken care of me and taken care of for me so that I don't have those things. In the case of disownership, think a lot of younger look and they say,


    I don't, I think that they're probably going to have a new lab. think probably going to have to buy a bunch of new incubators. think they're to invest in a new, completely new intake that's going to cost them a lot of money or EMR, I think they're really going to have do GYNs and APPs. And I just don't know if they can do that because they're caring for the patients in front of them. Nobody has time to be the business visionary.


    Griffin Jones (40:48)

    software or a new bet, they're probably really have to figure out how to use OBJ.


    because they're so busy.


    He has.


    How do do you, how how how you, do you,


    Griffin Jones (41:09)

    How do you invest in future as an independent practice when you're so busy today?


    Dr. Cristin Slater (41:15)

    I mean,


    I think you always have to forecast those things. And if you've got a good office manager and a good accountant, you've got to rely on your people.


    Dr. Kevin Maas (41:23)

    Yeah, you, think rely on people that have expertise, you know, it's like, yeah, like Dr. Slay said, have a practice manager that's kind of like finding a good practice manager also isn't easy, honestly, but you find someone who's right. They want to grow the business and make the business successful. think having, you know, you know, maybe having an accounting for help with the books. So you have some double check, you know, backgrounds, you know, some kind of.


    backup steps with people kind of buying kind of revenue and relying on their expertise because you know, honestly, you can't do everything you're to have to rely on some other people to help with some of those type of decisions. But I'd also argue, you know, it almost sounds like you know, what you're talking about is like here, here's a pre package deal, you're going to make more money upfront for this, you know, for this guaranteed path. But where does that cap at, you know,


    And where is the potential that you could be at? And what's that delta? know, are you okay making a better salary upfront, but your full realized potential is going to be a fraction of what you could be earning? And is that worth it? I think the flip side is what are you sacrificing? Private equity companies aren't going into this to not make a profit. And who are they making a profit off of? They're making it off of the physicians. So, you know.


    We're the ones who are actually providing the skill and the value. They just know how to run the businesses and have come up with these slick packages that make it difficult for you to realize what you're really giving up. but I think that Delta you give up is considerable. And you know, it's a matter of, you okay? Satisfy, you know, if, if that comfort is worth it to you, fine. But you know, I think if you want that control of your destiny,


    If you want the control of how your practice grows, if you want to have the full potential of what you could be getting out of this, then maybe you might want to take that.


    Griffin Jones (43:29)

    I've got to get better at.


    Griffin Jones (43:31)

    I've got to send this question together ahead of time so they have time to think about it. I'm putting the three of you on the spot, but what are some technologies or solutions that you've either invested in in the last two years?


    Griffin Jones (43:33)

    us


    that you're really happy with that you feel have added value or.


    Griffin Jones (43:45)

    that you're looking at now.


    Dr. Cristin Slater (43:46)

    Happy with our EMR.


    Dr. Kyle Tobler (43:50)

    Yeah, it's great.


    Griffin Jones (43:52)

    Which almost no one says


    Dr. Kyle Tobler (43:55)

    Well, the other as far as technologies go people wise, think, and it just kind of, you know, the risk reward, know, it's just as a business is a risk. And it just, you know, you have to like, we've kind of bumbled through it is to say, you know, we're talking and we're happy with our decision. That's why we're sitting here, but at same time to say, we're not afraid of our future and that we're not concerned about these different things that are occurring or


    Well, yeah, absolutely. think about it. talk about it every single day about what's going on in like economy and kind of the scaling that's going on around us for sure. But it's the same time we still view ourselves at an advantage. But I feel like one thing is just people like looking at us like, what's a problem? Embryologist. This comes up all the time. like, if we lose an embryologist, are we going to shut down or is that going to slow us down?


    And so we made a really big investment in them as far as ⁓ having enough overlap and expertise, even though it's costly, but we feel really secure with that and they're good. And really, I feel like we've been really lucky because it's not like there's other programs around us that we can like ⁓ pull them from. ⁓ And so I think that's probably in my mind, that's the one that pops in, not necessarily a technology like a fetal score or the every


    Dr. Kevin Maas (45:09)

    I


    mean, I agree with what Kyle's saying. think investing in employees is actually probably a really good, like even finding, you know, to have an IVF coordinator, to have a surrogacy coordinator, to have an egg donor coordinator, that takes a lot of training, a lot of time to get someone that can do it well and do it confidently. And, you know, I think having enough redundancy in the system, having


    investing employees so that they want to stay and have a long-term future with the clinic is really worth it. You know, cause that turnover, if you're not adequately staffed and you lose a key employee, it can upset the balance.


    Griffin Jones (45:53)

    Which EMR are you using? asked the same thing of the Carolina Conceptions people. said the same thing. They couldn't figure out what they Why did nAble win out?



    Dr. Kevin Maas (46:07)

    I think it's user friendly. Like anytime you pick up a new EMR, there's always a learning curve, but it's fairly user friendly. I feel like a lot of things, you know, is you have all these labs coming in and you're trying to make fast decisions. The work list that populates, you can filter the only labs that have been reported come up so you can focus and make decisions quickly without having to sort through like a list of a hundred patients. It instead pulls up.


    the 15 patients that have an ultrasound in their lab is back. I feel like it's user friendly and it lets you be efficient and it didn't take too long and it's catered towards IVF. So it's easy to find embryology information. It's easy to find an IVF cycle or a clomid IUI cycle. So yeah, I think it's well designed and well suited for what we do.


    Dr. Kyle Tobler (46:55)

    It's also cloud-based. You can access it on any device.


    Dr. Kevin Maas (46:58)


    nAble


    Griffin Jones (47:04)

    Believe me, Kevin, I'm going to be hitting them up after two in a row. You mentioned the embryology vulnerability, Kyle, and I see this from small market practices. But if you're in LA, you can just fork over a bunch of money and poach somebody else's embryologist. Whereas if you're in Boise, you can


    Griffin Jones (47:08)

    after


    is especially every practice of course. If you have to.


    Griffin Jones (47:31)

    in Ohio or Greenville, South Carolina, you might not be, not as easily. And when I do small consulting engagements for doctors thinking about starting a new practice, help them them through all of the potential trip wires and we, their recruitment pipeline, we go over the pipeline and then it's a, we're good, we're See, they'll able to get patients in the door and then we talk about the lab and


    Griffin Jones (47:34)

    able to do that or at least


    or die.


    over.


    hearing you can see that they'll be able to get it set up.


    about ⁓ what about


    that's where they go yeah that's gonna be the hard part so I would worry if I was just you've you


    Griffin Jones (48:06)

    practice owner of J. Who


    sounds like you've spent some money to have some redundancies ⁓ embryologists that can cover if need be. And I think that's important.


    Griffin Jones (48:12)

    that you've got.


    but I would still feel.


    Griffin Jones (48:19)

    really


    vulnerable to that. Have you invested any technologies in the lab that allow


    Griffin Jones (48:23)

    allow


    for you to get more


    Griffin Jones (48:26)

    of each embryo.


    Dr. Cristin Slater (48:28)

    We haven't done any witnessing program, witnessing AI yet. I mean, was just thinking things we're looking at, but we haven't, yeah, we haven't done that.


    Dr. Kevin Maas (48:36)

    And just actually going backwards to kind of like, think one of the things we've realized, kind of going back to investing in staff is a lot of we've found that having kind of upward trajectory in the clinic is something that kind of gives long-term retention. So if we have medical assistants, they have to do everything. They work with the EMR. We can see who's sharp similarly on the lab side. You have the andrology phlebotomy side.


    And you can see people who are smart. You start picking out people who you think have the ability to be an embryologist. You invest in them to become an in-house trained embryologist. You have someone that's going to be loyal to the clinic because you've raised them up from an entry position into a position that really does very well. so I think, again, kind of going back to investing in the employees, having these upward trajectory paths where you invest in the people that


    kind of give back or you think have the potential to take on additional roles and flagging those people and make them aware, hey, we will invest in you if we get a commitment out of you to kind of stay with us, you know?


    Dr. Kyle Tobler (49:49)

    Griffin, I have a question for you. There's something on your mind right now that you're like wanting, like, I'm kind of curious. What do you, ⁓ you have some technologies in your mind. like, I'm curious if they've thought about X, or Z. And what is the X, or Z you're thinking about, technology wise?


    Griffin Jones (50:05)

    I,


    well, I'm definitely


    Griffin Jones (50:08)

    definitely


    interested in time-lapse. I'm definitely interested in embryoscope. I'm definitely interested in witnessing technologies and monitoring from a safety. I try to opine myself less on the...


    Griffin Jones (50:20)

    lab stuff because


    Griffin Jones (50:21)

    I'm not a clinician and I'm not a scientist. My mind tends to go more automation of the patient journey and anything that triage. I'm really interested in this whole of companies like can frame like very, like whatever engaged MD is going to do next. And I need to do a where those companies overlap and where they don't. kind of just put them in a


    Griffin Jones (50:24)

    my towards


    that helps with whole clout, levy health, like seive, like bare fertility.


    better job.


    Cause I


    Griffin Jones (50:51)

    but


    Griffin Jones (50:52)

    that's too broad, but I'm because I am I worry that boutique practices the boutique practices with people. Somebody I work really closely with ⁓ boutique practice that I have


    Griffin Jones (50:55)

    am interested in that because...


    is cannot be.


    I'll give you an example.


    went to a ... I've


    been in myself multiple times, know the doctor, know the people there. One of the leanest shops I've ever been in, really, really loved ... had a miserable experience, not because of anything that the ... the person I know couldn't track down the next step, was doing her own case management because, can I get my meds yet? you ... just know you got to call the pharmacy. Know you have ...


    Griffin Jones (51:15)

    people.


    because the or the staff did just.


    When you've got to call the practice, you to


    call progeny or whoever the like.


    Griffin Jones (51:35)

    employer benefits and just boom,


    being kicked around, kicked around, kicked around. And she's like worried that she's not going to be able to trigger and not be able to get her meds or not, or going to miss her date. She's doing all this case management. And I'm like, I'm pretty sure that one of the comp, at least one of the companies that I just mentioned can all of.


    Griffin Jones (51:49)

    Tour.


    Griffin Jones (51:57)

    I need to do a better of like figuring out it is that that is an area. Just in general, I think that independent purposes and booting purposes need to be.


    Griffin Jones (52:09)

    tech stack in order to be


    able to provide individualized care because while that ⁓


    Griffin Jones (52:17)

    If technology can do it, then you can do it. You want is the dial.


    No, you know what? I'm going to pop into your ultrasound scan for a couple more minutes today, or I'm going to take a couple more minutes with you on this consult. If everything is really dialed down from an operations perspective, and that's an area.


    Griffin Jones (52:26)

    Take a


    where


    I worry a little bit with taxes I see the upper agree with you guys


    Griffin Jones (52:37)

    independent practice. See all of the opportunities and think that


    they can win the day. That's an area where I think independent practices can run into trouble. They don't have the time to invest in that operations. They're so busy with the day-to-day responsibilities.


    Griffin Jones (52:48)

    because


    with


    Dr. Kyle Tobler (52:55)

    So the bigger companies from you've seen have like a liaison that kind of facilitates that some sort of person that's like, well, I guess case manager for the patient.


    Griffin Jones (53:06)

    Yeah. That stuff. So yeah. Yeah. So, you know, like the very beginning, like all that stuff is,


    Griffin Jones (53:06)

    And they're starting to automate that.


    Dr. Kyle Tobler (53:09)

    automated like an AI kind of.


    Griffin Jones (53:11)

    There are some that that automate.


    triaged


    and before it goes to a call center and an AI agent can answer sort of questions, then there's things that boom, it sends you right. And it sends you gets everything ready and.


    Griffin Jones (53:24)

    to LabCorp. It your labs and


    it has you do the checklist before that visit with


    Griffin Jones (53:31)

    You're even able to get


    dock and implementing those is above my grade starting to get there.


    Dr. Cristin Slater (53:40)

    Yeah, if you have a long waiting list, then that makes sense to do. On board before they meet. We take a lot of stuff internally. We hire on the admin side someone who does the pre-office, someone who does order the medication. So that's all internal so that the patient experience is pretty smooth from a financial standpoint as well as a clinical standpoint.


    Dr. Kevin Maas (53:43)

    I mean, I think it's kind


    Griffin Jones (54:04)

    Here's one thing that I heard somebody say recently, and I think it was a network ⁓ see


    Griffin Jones (54:10)

    that said that.


    Griffin Jones (54:12)

    If you


    ask any practice owner, they'll think that the patient experience is smooth.


    Griffin Jones (54:18)

    you


    if I asked that that that that booty if I asked that ⁓ boutique practice do you have a really good


    Griffin Jones (54:24)

    owner, patient


    experience that that person would say.


    Griffin Jones (54:29)

    Of course, but that's because they had to call, they to call the, they've had to call, they've had to deal with all of that stuff. So, I, that stuff is regardless, because I have, right about very practices. This place is a baby factory. It's not a privately.


    Griffin Jones (54:31)

    They haven't been in the situation where the progenies, had all the pharmacy.


    And so.


    I think that the relevant, the list of volume and weight, people, seeing people, small practice.


    I'm like ⁓ equity


    on network, they're doing 150 person still thinks this is a.


    Griffin Jones (55:00)

    Decycles a year, but that baby


    factory because the What it could be but Get better at I will get bad before you come


    Griffin Jones (55:08)

    patient journey was not. I will.


    Dr. Kyle Tobler (55:12)

    Fair point.


    Griffin Jones (55:15)

    Mapping those out. I


    promise. Next year, 26.


    If you were coming out of fellowship now in 2025 or 2026,


    Griffin Jones (55:29)

    But you have the


    Griffin Jones (55:31)

    benefit of knowing everything that you've learned and retaining all the experience that you have, what actions would you take?


    Griffin Jones (55:38)

    What?


    Dr. Cristin Slater (55:40)

    think


    it's talking to physicians, whether it's one year, three years, 10 years above you in different scenarios and asking them pluses and minuses and trying to get the true.


    Dr. Kevin Maas (55:52)

    I think it's also important, know, what, like, what are your goals? Like, it like kind of like you were implying, what's your risk tolerance? What are your goals? You know, if it's something where stability and you don't want to take a lot of risk, maybe, you know, choosing a position, but I'd also argue going with a private equity company has its own set of risks.


    And, know, like there's that lack of control. If a different equity company takes over, is that going to be aligned with your priorities and goals as a practitioner? So, you know, even going with that kind of safe, stable option may not be as safe and stable as you think it is.


    Griffin Jones (56:30)

    as he


    Griffin Jones (56:30)

    As you guys learned the hard


    Dr. Kevin Maas (56:32)

    Yeah. You know, it's like, you're making, may not get out of it. What they promise you upfront, you know, it's like, Oh, you have access to all these financial resources, but actually you're going to have to pay for all of it. And it really doesn't help free you up. And in fact, it can inhibit you a little bit, but I think, you know, find out what your priorities and goals are. What's your risk tolerance, find out the, the trajectory, the history of the clinic that you're going to be joining, you know, talk with, you know, the


    Don't talk just with the physicians, talk with the employees that work there and get a sense of the culture of the clinic. And then make a decision that feels right to you. Make it educated. Don't feel like you're, don't make a rush decision. Take your time, you know, and you know, is this clinic busy? Am I going to have a full schedule early on? I know when I, before I interviewed with Cristin, I didn't know the equity kind of stuff, but I know


    I looked at all the clinics on the West Coast. knew I wanted to be somewhere kind of on the West Coast. I looked at the SART numbers, the number of IVF cycles the clinic was doing, and then I'd go to that clinic's website, see how many physicians were working there, we'll create a ratio and found where there's the biggest mismatch in terms of volume going through per physician. And then I'd reach out to the clinics that had that biggest mismatch, because I know pretty good chance I'm going be busy early on. And Dr. Slater had a big mismatch.


    Dr. Cristin Slater (57:57)

    Thankfully you joined.


    Dr. Kyle Tobler (58:00)

    I would say, know, it's a tough question because, everyone's priorities are different. It's like the first thing like, mean, just follow your gut. I mean, everyone, all these REIs are, you know, everyone's smart in this field and like hard working. They want the best. I don't think anyone's truly malignant, like going out to like get you. But at the same time, like follow your gut with things. If something doesn't seem right, it's probably not right. Or it's just like, oh, that just doesn't seem too good to be true. It's probably too good to be true. The other would be just dig in, like, like Kevin was saying, dig into the history of the practices.


    Like who was there before you? Is it someone just like you? Did they leave? Chase that person? We're a small world. Like I think we can touch someone, like within one person, we all know each other. I'm pretty sure of that. And so it's pretty easy to chase down somebody like, hey, I heard this person was there and like, and ask them, what was your experience there? And I did that a couple of times where I saw advertisements where I called him the lone wolves. And it's like, ⁓ he went through three other fellows. There's no way that it like, there's a problem here.


    Even though I talked to him on the phone, seemed amazing. It was telling me everything I wanted to hear. Why did three other guys leave or two other guys? so, know, I would, the history matters. ⁓ And then we're good concerns. If you're going to join private equity practice, you probably should really understand private equity. Don't, know, that you're going to be part of it and you're going to have resent it. If you're not, if you don't believe in it, ⁓ I would think you're like, you gotta be kind of eyes open.


    Griffin Jones (59:28)

    It's made enough sense to me and I you this conversation. I hope you'll come back. Thank you all for taking the time. Dr. Cristin Slater, Dr. Kevin Moss, Dr. Kyle Tobler, thank you for joining me on the Inside Reproductive Health.


    Announcer (59:48)

    Today's advertiser helped make the production and delivery of this episode possible for free to you. 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, and the guest's appearance is not an endorsement of the advertiser. Thank you for listening to Inside Reproductive Health.

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262 The Pinnacle Operational Model. Pain. Progress. Payoff. Beth Zoneraich.

 
 

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.


Beth Zoneraich, CEO of Pinnacle Fertility, is back on Inside Reproductive Health to share the hard numbers and the deeper philosophy behind what she calls the Pinnacle Operational Model.

We deep dive into:

  • Why they automate the back end of patient care (but never the front)

  • How 3,000 unanswered phone calls became 500 new patients

  • The “J curve” of operational change (where things get worse before they get better)

  • Whether business leaders can help achieve work-life balance for clinical staff

  • The build vs buy debate

  • How they saved $1M saved by building (not buying) a witnessing system


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  • Beth Zoneraich (00:00.334)

    The model was meant to be a few patients at a time and this one to one to one cure. And now you have an exponentially higher number of patients that one to one to one is going to break. And the problem is the systems and the operational changes that need to happen. These are not things doctors can just self invent. The solve is actually in some back end operations and some large scale tech, which is why I think it's so critical networks get involved and help solve this problem with the clinic in partnership.


    Griffin Jones (00:44.366)

    3,000 unanswered phone calls at one fertility clinic in one month. 500 new patients scheduled as a result of fixing that problem. Clinic overtime expenditures reduced by 85%. A million dollars saved by building instead of buying a witnessing system. 18 months of transformation on average to make these sorts of things happen. This is the Pinnacle Operational Model, or at least some of the highlights from my guest and their CEO, Beth Zoneraich.


    I frequently tried away what I see as the pros and cons of corporate medicine. limited concentration of buyers, financial pressures that extract value from practices. Pros, not tolerating the waste and awful inefficiency that plagues patient care. That's Beth's wheelhouse. She talks about Pinnacle's decision to unify under one national brand their philosophy on build versus buy the J-curve where patient satisfaction and staff turnover get


    worse before they get better? Why they automate the backend of the patient experience, but not the front end? The necessity of technology to achieve a nice work-life balance for doctors and staff. And if we business people can realistically achieve that kind of work hours that others can. I share an anecdote about UCSF's transformation that saves seven embryology hours per day in no small part because they're using embryo scope. Why don't you see if you can save seven?


    hours of embryology time per day. They'll show you, isn't that a fun little challenge? No, fun? Here, I'll take the risk away for you. Three free months of embryoscope, if your lab qualifies. Three free months on me, GRIP, inside reproductive health. There, there you go. Who wouldn't want to take advantage of that with a pilot? Now I'm not a patient, I'm not a clinician, I'm not a pinnacle employee. If you're those things, you'll judge pinnacle through those experiences. Where I stand,


    That's back on the show because she's an operational polymath and you're loco. If you don't think we need that kind of thinking to serve way more patients without doctors having to work a hundred hours a week.


    Announcer (02:53.742)

    Today's advertiser helped make the production and delivery of this episode possible for free to you. 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, and the guest's appearance is not an endorsement of the advertiser.

    Beth Zoneraich

    don't think that fertility clinics today already provide patients the best patient experience. I think they all very much want to, and I think anyone who works in a healthcare setting, specifically in fertility, our staff and our physicians, hear deeply about the patient and the patient experience. But the industry has changed, and while that caring for the patient and desire to help the patient has not changed, the methodology to which we need to mature models. And so when I go out and assess either new physicians, new clinics, or we...


    I have partnered with in a management services arrangement and or I visit clinic. I actually find that many of the clinics, while they desire to have good patient care, don't actually have great patient care and sometimes don't even realize how bad the patient care is at their own clinic. Doctors on a routine basis don't call in trying to schedule a new patient appointment at their own clinics. They don't try and wait for an appointment. They don't know what it takes for staff to get back to them.


    there being a way for them to know those things. So that while I feel like the doctors are trying very hard in their engagement, the system is actually right now set up for the physicians and the staff to fail with cases. And I think that's why we're seeing this fringe across, certainly across the Pinnacle Clinics and I would argue across the street.


    Griffin Jones (05:06.7)

    Is it because they view their piece of the system as the system? So I feel like when people are saying, we've got really good patient experience, they're thinking of their bedside manner. They're thinking of their clinical care, their clinical acumen. They're thinking of the good character of their team. That's only a piece of the puzzle. That has nothing to do with being able to get ahold of somebody or spending nine minutes on a phone tree or having to do your own case management, because you're calling the pharmacy and then you're calling the PBM. They're telling you to call the clinic and there's a triangle. Is it because they're seeing themselves as just a piece?



    Beth Zoneraich

    Yes, I think when our intentions are good and when we care deeply about the patient, we desire to have good patient care for our patients. But that doesn't mean we actually have a system in which we can provide that good care. So if you go, for instance, time, say even 10 years ago, right, very few patients had access to care through their insurance benefits. Therefore, because of the cost that fertility used to be, it was just unaffordable to most patients. And so as a result, we had very few patients and we had a terrible that was


    one patient, one nurse, one doctor, and it was set up for that. And if you transform, right, and you come forward, say 10 and 20 years from where we used to be, now, and we applaud this by the way, patients have much greater access to care. They can work at any number of large employers and get full access to care. You have benefit managers like Progeny and Maven and WIN and Carrot that are increasing access to care. And critical we think about is, example,


    And we want that to happen. And I would guess most of the networks, the clinics out there like this, because it gives more patients access to care. But what it does is it breaks the model, right? If the model was meant to be a few patients at a time and this one to one to one care, and now you have an exponentially higher number of patients that one to one to one is going to break. And so as people try and implement care in the same way that they used to with so many more patients,


    You know, things get missed, calls get unanswered. And I see clinics with, you know, high amounts of overtime and weekend work and night work, trying to get back to patients and unable to do so without the systems in place to do it. And the problem is the systems and the operational changes that need to happen. These are not things doctors can just self invent, right? It's not something where they've been trained to write code and to create better systems and processes. They've been trained to be excellent clinicians and help patients on their pregnancy journey. But Solve is actually in some backend operations and some large scale tech. And while that's both difficult and expensive, and the clinics are unable to self-solve it, which is why I think it's so critical that networks get involved and help solve this problem with the clinic in partnership.


    Griffin Jones

    I've seen you talk about a case study with one of your clinics where the before and after, I don't remember if it was unanswered voicemails or missed calls, but it was tremendous. Can you talk about that?


    Beth Zoneraich

    I can, in fact, we've seen this in all of our clinics. The first clinic that we went into to try and partner together, they had a history of, there were so many phone calls coming in and they could never answer them, that they would just turn the volume down to zero and everything would go to voicemail. And when they got to it, they would return phone calls. And so when we got to the second clinic and saw that the phones weren't ringing, we assumed it was the same story, that the volume was gonna be at zero.


    And for this clinic, the volumes were actually up. So we were confused and we realized they had bought and invested in a very complicated phone system with something called the ID lines. And with those lines, you actually needed every morning, just like you might sign into a time clock, you actually needed to sign into the phone system and dial a number so that you could be delivered at the phone you were sitting at that day, new patients on calls. Well, that clinic did not use that phone system. So nobody dialing it.


    They had over 3000 unanswered calls every month and didn't know that they were there. And the phone system was just not working for them. The third clinic we went to had a 31 minute hold time in their phone system. And most recently in one of our most recent acquisitions, people have to call different offices and leave phone messages and go through multiple sections of filling out different forms before they can get scheduled. And we have over 500 patients waiting to be scheduled that hadn't been scheduled until we were able to help with better technology and call center answers in the first or second phone call. So every single clinic we've engaged with, I struggle with new patients getting phone calls answered and they feel badly about it. It's not what they want to do. They just didn't know how to solve the problem.


    Solving that problem is one of the first steps in transformation. And it's not the only step. Unfortunately, I wish that was only step, because that's probably going to be easier once it's solved. But it is definitely something we see across most of the clinics we need to.


    One of the implications of that is going to be reduced patient volume. If you're just not answering the phone, you're not going to be scheduling those patients who are trying to schedule, but it's not just new patients who are trying to get in for the first consult that affects. If you look it up any fertility centers reviews, huge swaths of negative reviews talk about billing and then just talk about communication in general. Didn't get back to me, wouldn't answer my call.


    Griffin Jones

    Did you see any difference in reviews when you implemented that intervention versus from before? Talk about sort of the transformation that Pinnacle takes with their clinics and I think we should take a step  back.


    Beth Zoneraich (11:04.59)

    We recognize the need to change and we recognize where the operational model has been and where the cure model needs to evolve to. And we have a very thoughtful opinion and a model that we've been refining now for four or five years to help clinicians that should overcome this and have more concierge level care. it isn't something that happens overnight, it takes us 12 to 18 months. In every case, our clinics start with what is bad. Sometimes those reviews get worse during the transition period, but then they get significantly better. And so what we find is, is we need to pre-think patients' speech, we type the same upon analysis of patients coming through, we should know and understand where the patient is going to get caught. And we need to preempt that with wine chair or deeter that can talk to that patient from the minute they have.


    They're new cases, so they graduate from one of our clinics pregnant. They need to be able to two-way text that, that's how the gator three hours a week during any normal hours. Now, I think it is neat to pre-think the journey so that if you're supposed to come on cycle day one of your period, and we think you're going to get your period in a couple of days, we should be proactively reaching out to you in advance, saying, you know, are we good to go or should we push your appointment off? And so that requires a lot of pre-thinking.


    and a lot of automation to go on the high of his needs to make patient care and eat something truly concierge level and make the patient feel heard or stood and thought about it cared for. So we have to take the clinic where they started into this system and it requires the change of fundamentally higher operating model in the medical office. It does not require necessarily a change to the medicine. Prior it's changed to the technology and the way in which the cancer for us


    schedule and coordinate care, allowing the doctors just in more time with their shift, the more the doctory, because all of the administrative stuff is either taken away or found in a morgue sheet.


    Griffin Jones (11:04.59)

    When you first got into the field, were people using navigators, that a concept that was in play at practices?


    Beth Zoneraich (12:54.254)

    So can speak to all of the clinics and what people have done in the past. think I signed, everybody uses the same terminology in the fertility space and they talk about technology and they talk about things. But what we mean by that and the level of integration is often very different across clinics. So while we may use the same terms, I truly believe what we're doing at Pinnacle has significantly more depth and more integration than what I've seen across other networks. So the first...


    that it occurred to us that we needed this care coordination was actually in the four spaces and the right to those stay in a really high end hotel. You've got a two way app so that you don't go to the front desk and answer any more. You pay cash the front desk and say, hey, can you bring me some assistance? And so the first time I ever experienced that I said, our patients deserve this level of care. How could we put this level of care into the everyday person's children should be? It's so complicated.


    So trying to convince me, if there was a place to do checks every day, I think it makes it better. The second thing I want to do that led to the development in the pinnacle now, frankly, I am two children and one of them has health issues. And I was going through, mean, being the mom of a kid with some health issues, I was struggling to engage Frank's working mom with some large health system. it...


    As I did that, thought, gosh, what would be really helpful to me to help me navigate my child's health? And it was somebody to do, someone who would, you know, yes, I could leave a message and get something back two days later. But if I had a question that day that I needed the answer in an hour, it was very difficult to get that answer. And it was the definition of it and like whole child experience with being in child rights issues that came together for us to better like really dive in. What would a patient be?


    this many, many years ago and start developing layer upon layer upon layer on an operational model technology that would more patient-centric.


    Griffin Jones (14:58.326)

    Some companies in the past have tried to provide this sort of concierge navigator model, but as a third party, sounds like you built it in house. Why did you feel that was necessary?



    Beth Zoneraich

    I think that's a really excellent question. And we talked about this a little bit at a lot of the IGF summit. So when we look at all the technology options out there, they're all excellent. And different people who have had a fertility journey, want to create and innovate in the technology space. They create really good products that help in one section of a fertility journey. Maybe it's onboarding, it's doing texting, it's lab witnessing, maybe it's billing services.


    The problem is, is we only have one patient in one clinic and the patient doesn't want 16 different app. And they don't understand in their journey, when do I go to app number one? And then how do I switch to app number two? And how do I switch to app number three? And what is app number one and three don't talk to each other, but they give out different information. Very confusing. And so it's really important to us at Kinnacle and everything integrate into one medical record system, that everything go directly into the patient's medical chart.


    and that our staff and the pharmacy and all of our vendors get the same view of everything happening to this patient and the patient only has to have one and that's ours. And that's just a critical role that we go by. So if we integrate and create partnerships, which we do, we have very valued vendors and partners within the fertility world, but we make those apps integrated into ours as opposed to us sending our patients into someone else's environment. And we think that's really important.


    In order for tools to actually improve efficiency and deliver real value, they have to improve your profit margins and simplify your workflow. Clinics like Twig Fertility are expanding from Toronto to Vancouver and Care Fertility, the largest fertility network in the UK, expanding into the US, used Embryoscope to do that. They say the Embryoscope solves the biggest challenges facing multi-site fertility labs standardization. Right now,


    Griffin Jones (17:06.444)

    Your labs might be running completely different incubator protocols using different dish prep, following different observation schedules. That makes it nearly impossible to maintain consistent quality, train staff efficiently, or even compare outcomes across locations. You don't have to take the word for it though. You can participate in their Seeing is Believing program. That's a trial for embryoscope, three free months free of charge for those labs that qualify.


    So check out VitroLife's team. You can contact them through us. You can contact them in the places where you put them. Tell them that you heard on Inside Reproductive Health. And try seeing if it's believing a trial for embryoscope for three free months. See if your lab is eligible. How far do you think we are from AI navigators? I was telling Ravi and Manish I called the HVAC company for my service. And it was 30 seconds into the conversation before I'm thinking.


    talking to a robot? was like, I can't, it would be rude to ask her if she's not a robot. And then about a minute in she says, I'm a smart digital assistant. And I was like, oh, now I can ask. said, so you're a robot? And she says, no, I'm not a robot. I'm a smart digital assistant. I said, but you're not human. And I didn't know for the first several seconds of the conversation, it's a huge leap forward from


    what used to be the credit card phone trees of, I'm sorry, I didn't get that, where it generated more frustration than convenience. This was the first time where I thought, is more convenient or almost as convenient as talking to a human being. And it seemed to be real, real close. How far do you think we are from AI patient navigators?


    I think that's an excellent question. And while I'm a huge fan of automation, and in fact, my team calls me a serial automation addict, and I'm constantly pushing to automate routine tasks. I actually find we use a pinnacle automation to help take the no joy work and the administrative work off of our care team so that our care team can spend more direct time in front of patients. So our goal.


    Beth Zoneraich (19:22.57)

    is to use AI and automation on the backend so that our frontend team can directly engage with patients. But we don't have a desire at this time to put AI in front of patients and nothing we're doing right now connects a computer to a patient. That isn't our goal and not what we're simply trying to pursue.


    You mentioned that phone calls are easier or they were among the easier changes. I'm not saying they were easy, but they were among the easier changes that you helped to implement suggesting that some were harder. What were some of the harder changes?


    Well, to really drive improved patient outcomes in our clinics and need more standardization and standardization amongst REI physicians who have all operated independently and are independent physicians and HDLDs and labs that have all invented similar but different lab technologies, you know, is really challenging. But if you look out at what creates a success rate for an individual patient, more than 10 different people might touch


    that patients, aches, sperm, embryo, different embryologists might do the freezing of the thawing of the embryo, different doctors might do a retrieval or a transfer or a stint protocol. And so the more you can use data driven by what creates better patient outcomes and standardized, the fewer number, the reduced variation that you can get by standardization, the more you can actually improve outcomes. And so...


    I find that's the hardest part is to have the physicians get together and collectively decide on standard ways of moving forward using data. That's hard to do. Pinnacle is doing it every day through the medical leadership board. And our lab leadership board is taking those steps in the lab. So by the end of the year, Pinnacle will have all routinized standard media and dishes and processes and procedures in the lab that our own lab leadership board, our own lab folks,


    Beth Zoneraich (21:26.456)

    creating from scratch, using data of who has the best outcomes and visiting each other's labs and picking and choosing so that we reduce the variability that's happening. And our physicians are doing this with STIM protocols and other types of things. They self-discover the best of the best. We give them a statistician and access to really incredible rich data to make these decisions. And it is shown a huge ability to improve patient outcomes and improve standardization across.


    and what used to be disparate clinics. And so that to us is the secret sauce, but those are the harder things to do with an.


    You said there's a J curve with patient satisfaction, or at least there can be where it can get worse before it gets better. Is the same thing true with your team in terms of staff and doctors and embryologists of the changes being implemented that there's a resistance for an adoption and before they really understand and buy into the benefits of it?


    Yeah, I think you bring up a really excellent point. is no question that change is hard. It is not just expensive. It is emotionally hard to create change and people resist change because it's fearful. Maybe they're scared of new technology or they don't know how to type. Maybe it takes a lot of inertia to go from an old way to a new way. Oftentimes people are embarrassed to ask for help. Like, how do I get to this stage on a medical record system or how do I do it this way? And so


    People often fight to keep things the same and they fight very hard. And so as you go into create change, you go through almost a grieving process, like you would if somebody close to you has passed or if you've gone through a heart avenging your life and you will go through denial and you go through resistance and sort of maybe an awareness and then a resistance and an anger.


    Beth Zoneraich (23:24.194)

    Then you go through, I just want to out doubt, right? You heard on a recent podcast about Dr. Burnout and maybe doctors don't want to continue being doctors because their day to day life has gotten challenging. You add change on top of that challenge and you've made it harder for a period of time. The nice part about this change is it is only a period of time. It gets better because the J-curve really plays out, right? But there's that tail that goes so much higher than where you started because when you transform the clinic,


    The work-life balance gets better for the doctors and the staff, a lot better. Overtime comes down, weekend work reduces, hours normalize. But people can go home and feel comforted because if you have a checklist and there's no patient left behind and you're more routinized and you have more helpers, you provide a better patient experience. Patients also get much happier. And as patients get happier, they're nicer to the staff. Nobody wants to be yelled at all day or feel like they're providing bad care. So as patients get happier,


    staff gets even happier. And outcomes improve because as you get in front of patient questions, they are more compliant with their student protocols. They're able to ask their questions. There's less missed appointments. There's less missed any patient journey. So outcomes improve and then people begin to work collaboratively. When you see clinic after clinic transform and there is no question, they start thinking they're fairly happy. They go through a very negative physical time, but then they come out of it and they go.


    So Mike's turn there in terms of, says, uh, it's a happiness. All of the Google or produce turn over. She says, you know, I have better outcomes and the staff really turn around and just well. So in the middle, it is difficult. We acknowledge that we wish we could do it faster and easier. It, it, it was really, everybody would have done it. It's just not that easy, but it is doable and it is best. We are getting better and better. I right. And we do see the same results in clinic after clinic.


    I've fixed their stellate transformation already. And when you believe you see these changes play out again and again, it's very motivating. But the nicest part for us is that the folks who have resisted the hardest also need to become your best change agents. They go out to the next clinic and it's changed. know, one doctor will teach the next doctor out about 18 nights. And it's not overnight. I wish I could tell you it was overnight. It isn't, but it...


    Griffin Jones (25:42.378)

    How long does that take? That's not overnight.


    Beth Zoneraich (25:51.246)

    but it does happen. And we have an annual conference as host of the networks do. One of the clinics that has gone through the biggest struggle will get up and very vulnerably present to the group about what their path looked like and where they're at now and how happy they're at now. And we have seen clinics with 25 % of the staff walking out, turn around, they have almost no turnover, a year and a half a year. It really worked and it really did that.


    but it very hard. And anybody in the same sense, this is going to be easy on it. It just to end in a similar fashion. Either is it really doing or they're not really being honest with you about how difficult this changes.


    Does it get easier now that you have more ACE studies under your belt or is it still, you can show someone, look for clinic A, B, C, D, here's where they were before, here's where they are now, but people are just still resistant or is it easier once you have more proof under your belt?


    It is always a question that I get as we talk about these transformations. And the answer is both. It both, yes, gets easier every time. And two, it's still really hard every time. So doctors get bought in faster when they can speak to doctors respond to it. We do a lot of travel within the clinical network. We mainly encourage people at all levels, travel to other clinics and learn from each other. We would much rather someone travel to another clinic, work in another clinic and bring it back to them team.


    You get buy in a lot. Sure. Based on that when your clinic cuts changing and you're feeling threatened or vulnerable or nervous, you're still going to resist that change. Even if you were bought in at the beginning, then if you know it's going to end well, it's still nerve. So there is no way to take that J curve. We're just trying to reduce the time of a difficult nest lower to a shorter period of


    Griffin Jones (27:50.24)

    You had, I recall you talking about overtime and you could see that it had decreased. so it sounds like that work-life balance vision is coming to fruition. where it's probably not though, is I know you ain't working 40 hours a week. And so I see this possibility of doctors, even embryologists, nurses, staff.


    them being able to work 40 hours a week. But I don't see that happening for us business people. And I don't just mean you as a CEO and me as a business owner, but anybody that's like a VP level above, director level above, I just, think that so much of what we do is like, you have to put in the extra time because we are in such a competitive world that that's often the difference maker. Do you think that the work life balance that you're seeing


    for your clinicians and staff as ever possible for us business people.


    That is another great question. So I agree, some of the hardest working people that I know are the people I'm surrounded with every day working at the Pinnacle Support Team. They work tirelessly for the clinics. Our clinics are our clients. We use it that way very distinctly. And as we manage change management, that is really what we do. We change matters when a trust member at these large clinic organizations.


    that takes a lot of hours because it takes connecting one-on-one with doctors and doing a lot of coaching and counseling. It takes a lot of travel because very difficult to manage and be changed from afar. you're on site. And the most important critical people in the clinic may be the head of your front onset and the financial capsules and it may be your phlebotomist. So you need to know everybody at the clinic. You can't just focus on one group.


    Beth Zoneraich (29:43.278)

    All of the big groups fought in. The clinic is an entire organization, free member of it, is pretty great. so, clinical support, we feel like travel so that we know each individual in clinic and that we're doing this change management, not just with the doctors, but with the entire organization, because it's critically important. I myself was on a call with a number of our medical assistants at one of our clinics this week, because they're really important to us. And they were going through a tough time. And we wanted to talk, I wanted to talk directly to them.


    And so there is no unimportant person in the clinic. And so I think it's really important that we keep that communication. And we try clinical support to mitigate and manage hours. And so the same level of tech innovation that we're trying to do in the clinics, we're also doing back at clinical support. And it really does save a lot of time, automating the new cycle into bots and...


    using SQL and Python to close our book as opposed to Excel saves our financial funding and analysis and our budgeting group a lot of time. So we are definitely trying to pay the same tech innovation that we use in the clinics to help the patient journey to help our Pinnacle Support team on the back end.


    A couple years ago, Mark Siegel asked me my point of view on a branding question and he sounded torn. It was, you let the individual clinics, do you keep them with their own old names and this clinic is called this over here, this clinic is over here, or do you unify the brand? I have a strong point of view on that. It sounds like you might too because you all have made a change recently. Tell me about that.


    So we made the decision as a unified group to rebrand into a national identity. And Griffin, this isn't just changing one person's logos, it's really building a full national identity. Patients trust a unified, recognized brand. And on the back end, we need streamlined systems and consent forms and websites for better operations and flights. And so we wanna make sure that we have the very best in front of our patients.


    Beth Zoneraich (31:53.344)

    It is almost impossible to update 13 websites every time you make change. And if you have a consent form with a logo and you have 13 or 15 or 20 brands, imagine the ability to keep all of those at best to class. But from a culture standpoint, clinics want to feel part of something bigger. And we spend a lot of time and energy working with our clinics to create something bigger. are creating.


    something bigger and better. And we work as a unified group and people get really proud of what we're creating. It's sort of a national strength with localized care. I really thought we were going to get a lot of pushback when we went to the clinics and asked if you missed rebrand and asked if we had clinics by date for Cuckoo Goldsfors. And we were really proud of that. We did not have anybody pushback. There is a huge pride and buy-in within the Pinnacle Network.


    as to what we're doing and people are excited about it. And so it's been really important. It's been an important cultural moment for us that we were able to come from, you know, a difficult start with a difficult relationship with clinics that thought they were going to all operate independently to be here a couple of years later with unified systems and unified medical record systems and unified branding and one brand out and sign up a patient. It feels really good to come from


    where we were to where we are now in the past future is very great.


    Well, if they didn't give you a pushback, let me give you some pushback as devil's advocate. because even though I agree with you, I take that position fully. think that the whole point of brand is unity. That is what it's for. It is supposed to be that mark that galvanizes everyone around a particular cause and knows what we stand for and knows how we do things and sets the tone for the culture. It's how we got here as human beings. don't need a


    Griffin Jones (33:47.242)

    a brand to get 150 people to go to war in a tribe, but you do need a flag that means something for nation states to form and develop and go forth to all get thousands and millions of people around a particular cause. that branding is the same principle for companies. So let's pretend I didn't say that. Let's pretend I don't actually agree with you. And let me just take the devil's advocate view, which is I did have one CEO of a


    different network who has done it differently decided to keep the names. I also think it has a lot to do with what their name is being geographically specific. But this point was, you know, these clinics, they've got their reputations in their own markets, they've got their name, and we just want to keep that. If you didn't have pushback, it sounds like you were able to show people the benefits


    of going beyond that. But how do you respond to that?


    You know, I think with any difficult decision, there's valid arguments on both sides. And there's no question that most of the clinics in the clinical network have a 20 or 30 or longer year history of providing really excellent patient care to their patients in market. And we would never want to lose that. I don't think necessarily rebranding makes you lose that. I actually think you take that and build on it to build your national brand. So


    are clinics that are so well respected to be rooted. If you're proud of your new national brand, those doctors go out in the community and say, we were Clinic X, but we are now Pinnacle Fertility. And we are so proud because we brought all of the expertise and knowledge we had locally. And now look what I can provide you. I can provide you better technology for the patients and I can provide you expertise in labs all over the country. So if patients are traveling, they can get...


    Beth Zoneraich (35:45.654)

    monitoring at sister clinics with the same name and the same medical record system and the same methodology when they enter. And we can share records really easily. So while I fully understand and respect that there's two sides to this argument, for Kinnacle, it just was resoundingly the right place for us to head. we tried very hard not to lose local expertise and relationships as we move to a national. We tried to keep both.


    I feel like we've successfully done that. But if you've been created this unified culture and unified central national, not just brands, but identity, then there might be more resistance to change.


    Picture this, you're running one of the busiest IVF labs in the country or really busy fertility clinic network. Demand is high, staff are stretched, every minute counts. That's what UCF was facing until they restructured their entire workflow with the help of embryoscopes, time-lapse imaging. The result, they didn't just shave a couple minutes off. They're now saving seven embryology hours every single day. More transfers, faster XE, sharper embryo selection, less risk, and staff.


    They're happier, they're less stressed, they're more focused. You know, what else I saw recently on a group starting a new clinic group, they were three new doctors starting a new group and they talked about using embryo scope as a marketing advantage because they're showing the patients, look, now you're able to see what's happening with your embryo. I think that that is likely the future. The more that you can connect with patients, the better.


    They proved what's possible. UCSF proved what's possible. Now it's your turn. Reach out to Vitralife. Ask if your lab qualifies for a three month free trial of embryoscope called Seeing is Believing. Tell them that you heard it through us, but why not give it a try? It just might change everything. You've talked about leapfrogging technology before. What does that mean?


    Beth Zoneraich (37:54.542)

    So lethargy technology means when a healthcare industry or a fertility industry in general is behind and other industries have created something that is far ahead, maybe not one step or two steps, but completely a huge step forward, that you don't try and go through every step that older industries went through to get to where they are now. You simply jump over, you go get outside talent, and it's really good at sort of that.


    the thing that you're trying to leapfrog and you take yourself from behind the times to cutting edge overnight. We did this for instance in marketing. So as we went through our initial two or three transformations within our clinics and we did top of license model and all of the technology, we found that we could grow our retrievals and new patient growth by 30, 40, 50%. And our doctors still had open times now on their calendar, even if they had wait times before.


    So the need to lead drug our marketing technology became imperative to us. And we didn't want to go from what was really out of date within the Pinnacle system to, you know, one step forward each time. So I went out and we got an entirely new marketing group and we got a group that used to be in the travel industry. And the travel industry is known for selling time shares and cruises and other types of things, but they...


    understood Salesforce and customer relationship management and integration of technology and follow-up and email and we took sections of people from various groups and we put them in place and they completely with it. About nine months, we dropped our marketing capabilities from what I would tell you was out of date. So what I think is really exciting, I'm proud of what they found as a team and really find for my goal to them.


    but that would be an example of going from behind to right head and not having to each step along.


    Griffin Jones (39:51.724)

    When do you make the decision of this is when incremental improvement is needed or this is when we need to leapfrog or do you always want to leapfrog?


    It really depends on what we're talking about. If you're making changes in your lab, I believe in much smaller incremental changes too, so that you're not trying to do something disruptive and embryology to show engine hits. Something like marketing, I felt like we could be more disruptive without risk causing any... And so it really, when you're dealing with high signage of medicine, things that affect patients do explore.


    and really carefully in the studies and things that are maybe on the break going so you're using Excel to use in Python that go faster and you could lead far more. So we're very careful in what we do because it's really critical. You do not disrupt the patients.


    How do you pilot things? So innovation efficiency are often at odds and you're implementing efficiency in many places, but it's been proven through the trial and error of innovation. How do you put that trial and error in a vacuum? And then how does it then get ready for prime time when it is?


    So innovation might be my passion project or my favorite thing to read about. If you were to come to Pinnacle Together conferences, innovation is something that we bring in outside speakers to kind of talk about. And we have full clouds within Pinnacle and we read about why organizations often fail to innovate, then the answers are right in front of them. What stalls innovation? I believe in serial testing and very small


    Beth Zoneraich (41:42.638)

    incremental rollouts of lots of small innovations to get to exponential goals. So for example, if we're going to roll out on, as we did a centralized call center, we are not going to turn the switch one day from no clinics to all of our clinics. would never happen. We will start with two lines at our smallest clinic where we leave the old lines, open to build system, and we will start to take off 20%, 30 % of one small group of clinics into a system, test out the technology.


    phone calls where we'll make sure we'll work out the case. Then we'll paper one whole clinic and we'll study it. And when we have success, start with 20 % off maybe a larger clinic and we test out just a small portion and then we keep going. We write VNC testing, whole and science, not just in marketing, but in every area of what we do, but innovations that are going to exponential and start in very small, incremental test space so that we can be


    sort of incubating these technology test sites. It's also how you don't let technology get ahead of you. Big, scale rollouts are very difficult to manage. So we believe in as few of them as we believe in a lot of small little innovative things. And in fact, it is over the years, those build up and really big changes, but we don't roll them out in a big way.


    I noticed that when I try to make changes, even just to pilot something, I drive my team nuts. Even if it's, just say, Hey, I just want to test this out this one time. Like, but that's not part of the process. That's not how it works. And it, and it's like, it really throws them off track. When you do this ABC testing at different test sites, is it always the same test site or team test sites? Like here's my one or two that are, are the people that are willing to just.


    be crazy and try everything and then when it works with them we'll roll it out? Or how do you spread that?


    Beth Zoneraich (43:39.342)

    out. So in fact, I would tell you most small innovation and tests fail before they succeed, right? Someone who succeeds is just someone who tries harder and tries the fifth time after failing the same number of times. So innovation as a series of failures and so on, it could make it successful. We always test a different clinic. If you test all at one place, that tells everybody that only one group can innovate. It will lead that every person that works at Kennedy School is an innovator.


    And I believe they have something of value to us as a company. So we want everybody at every level coming up with ideas and innovations. So we try and roll out a different clinic. Now some clinics are further along in their pinnacle operating model that there's. So it does make sense to test more at clinics that have putted through the model than those who have it. But we are willing to allow anyone to test a courage culture throughout our work at clinics and throughout.


    I can see that a lot of Pinnacle's thesis is about bringing things in-house when possible. Am I reading correct on that and why is that?


    The technical we believe really strongly in one technology stack, which often makes it difficult to use a lot of disparate one off the shelf technologies because they all have their own apps and they don't necessarily integrate. But second, if you were to go out and look at the entire patient journey and every technology player along that journey and you were to add up the recurring fees they want to charge you per cycle or per patient that uses it, total amount of cost


    throughout that journey adds up to more than we get re-percycled. And we haven't paid our staff or our range or our supplies yet, we just paid our vendors. And so when you look at that, you realize the need for integrated solutions are critical and unfortunately, wanting to streamline this and keep costs down for patients and continue to increase the secure, we also have to be really thoughtful about waste and money on technology.


    Beth Zoneraich (45:45.598)

    and not sighing out with a lot of vendors who are just going to first either hold us hostage and once you get them integrated, they're going to charge you more and more every time you add another patient and or use them more. But I can't have the totality of our tech expense and our outsource vendors add up to more than we get reworsed for us. It's not a healthy way to run our business. So we're very careful to integrate. It's why we have a lot of internal resources who are very good and frankly not from healthcare that


    understand data informatics, data programming, and how to develop tech in-house. And often in partnership with our vendors, we don't do it all alone, but we do do a lot of it in-house. And I think that's a strategy of continuous we move forward.


    Doesn't that get really expensive though? I remember when I was in the marketing agency world, you would see companies trying to take like the building in-house marketing agency and it often wasn't more cost effective or you'd see companies building a software that cost them a lot of money to develop. And turns out of $50,000 off the shelf software was sufficient. It doesn't the resources that it takes to develop those really


    eat into your overhead.


    So in every case, when we're trying to decide how to move forward with the technology, we will do a pretty simple buy versus build economic assessment. And we'll move forward with sort of what makes sense from a financial standpoint and ease and how quickly we can move forward. So we're pretty good at just doing basic data and financial analysis on does it make sense to build versus buy.


    Beth Zoneraich (47:26.602)

    I will also share that we've been very good at rolling out technologies either on or under budget and on time. So I think our knowledge and skillset in our clinical support team is actually leading itself to being pretty good at developing and integrating these technologies. And as we've integrated more and more, our team has gotten better at the tech side.


    What are some of those things that have fallen into the, it's better to buy than build category? Like you're not making your own pipettes and dishes, I don't think. So what are those things that you've found, at least for now, make more sense for to be in clinics or networks buy category?


    So obviously we don't make any of our own supplies or our pharma medications. Those are all outsourced from, you know, leading hoax. So we try and standardize them, but we certainly don't try and make them in-house. And for like, for instance, long-term storage, we couldn't build our own long-term storage facility and we chose instead to partner with Smuro. Smuro has been a really excellent partner of ours and they integrated their technology into ours. And we chose not to build that in-house, we chose to...


    On lab witnessing, however, we found the costs associated with the lab witness systems that were out in the market to be excessively high. And we were able to build that system for significantly less cost than even one year would have cost us to outsource. And we were able to build a lab witness system and integrate it into network. It is fully rolled out in every clinic. And to quite quickly and very cost effectively. And that made a world of sense to do it on our own.


    So we go back and forth between outsourced versus not. We tried to outsource two-way texting, HIPAA compliant two-way texting platforms for a while. We've learned from that. And then we wrote our own program and integrated into our system. So some of the things we'll test out for a while and then try and figure out best way to integrate. Other things may stay consistently outsourced and work in partnership. And then others, we take a hybrid approach, but I do think each


    Beth Zoneraich (49:35.68)

    Each thing that we do needs to be a thoughtful consideration and a simple, most of these are pretty simple financial analysis that we've.


    You've told me how much money you saved on the witnessing. It was astronomical. Are you comfortable sharing that?


    that it would have been upwards of a million dollars a year for us to use a witness system and it cost us let's say under $50,000 to develop our own.


    What are you most proud of when you look back at the last couple of years?


    What I'm most proud of is that Pinnacle is building a unified platform that people are proud to be a part of that is improving the patient experience and patient outcomes. And that we're really creating something different and special. And that's taken so many countless thousands of hours by the doctors in the clinics and by the Pinnacle Support Team. And so many people have come together and many people thought it wouldn't happen, right?


    Beth Zoneraich (50:34.774)

    Many people thought that we would fail at this and to tell you we're not failing at it, it's really working. And I'm so proud of the unity that we're developing and creating as a network.


    Griffin Jones

    I love catching up with you to get these progress reports and if we're doing it once a year, should probably be even more frequent than that, because I really enjoy it. Thanks for coming back on, bud.


    Griffin, thanks for so much for show today. I really enjoyed talking and always love to be a part of your podcasts.


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261 RMA-NY Gets Smart About Genetic Counseling Crunch. Teresa Cacchione

 
 

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.


With a very limited number of genetic counselors nationwide, it’s impossible for every fertility patient to see one. Clinics like RMA New York are getting strategic.

In this week’s episode of Inside Reproductive Health, genetic counselor Teresa Cacchione explains why genetic counseling in IVF is becoming increasingly critical and complex.

Teresa discusses:

  • Why and how RMA-NY relies on a partner called GeneScreen

  • Why even low-risk carrier results can confuse patients (and what to do about it)

  • The growing demand for informed consent around PGT

  • The risks of relying solely on lab panels

  • How RMA decides which patients need in-house counseling

  • The legal and ethical implications of not providing sufficient counseling before treatment


Even the Best Clinical Teams Need Expert Genetic Support
57% of Fertility Patients Had Missed Risks. 42% Changed Clinical Care.

Modern fertility care demands systems that keep pace with genetic complexity - without losing the human connection. 

  • 57% of patients had missed genetic risks in routine screenings. 

  • 42% of those had significant findings that changed clinical care

  • Inconsistent counseling = legal exposure, care gaps, and lost trust. 

GeneScreen delivers concierge-level, comprehensive genetic counseling that integrates with your team - scalable, accurate, and patient-centered.

LEARN MORE
  • Teresa Cacchione (00:03)

    a lot of practices are seeing more and more the benefits that genetic counselors can bring to their practice. is it possible for every patient to meet with a genetic counselor at this point? Probably not, no, there aren't enough genetic counselors in the country for that to happen. We're kind of still a niche profession. There are only a couple thousand of us in the whole country for all different specialties,


    Griffin Jones (00:33)

    With a very limited number of genetic counselors nationwide, it's impossible for every fertility patient to be able to see one. So clinics like RMA New York are getting strategic. In this episode, genetic counselor, Teresa Cacchione explains why genetic counseling in IVF is becoming critical and increasingly complex. She shares RMA New York's strategy of using in-house counselors for certain high-risk complex cases and then outsourcing other cases to a firm called GeneScreen. Teresa praises GeneScreen for their depth reliability and ability to handle nuanced discussions, freeing up doctors and nurses while reducing liability. She also emphasizes that even low risk carrier results can be confusing and patients need support understanding what those findings mean for themselves and their future children.


    She highlights the growing demand for informed consent of all of what's happened in the last year or so around PGT, the risks of relying solely on lab panels on the carrier screening side because it's getting more complex on the PGT side and the carrier screening side and why some labs might have this on their panel and some labs might have that on their panel and why more comprehensive genetic counseling. is often necessary beyond just the results of that lab's particular panel, and how you integrate these genetic counselors whether they're in-house, in-house, or feel in-house like GeneScreen into clinical teams so they're not just patient-facing educators, but they are key collaborators in patient care alongside the REIs. Enjoy.


    Griffin Jones (02:35)

    Miss Cacchione, Teresa, welcome to the Inside Reproductive Health podcast.


    Teresa Cacchione (02:40)

    Thank you for having me.


    Griffin Jones (02:42)

    Are there enough genetic counselors for the demand that we see in IVF in America?


    Teresa Cacchione (02:46)

    That's a great question. I think it depends on your practice model. There's a lot of different ways of approaching this. I think that a lot of practices are seeing more and more the benefits that genetic counselors can bring to their practice. If you're asking, is it possible for every patient to meet with a genetic counselor at this point? Probably not, no, there aren't enough genetic counselors in the country for that to happen. We're kind of still a niche profession. There are only a couple thousand of us in the whole country for all different specialties, right? I do think that we are getting more more creative right now in terms of different models to help make sure that patients have access to genetic counseling services in some form that sort of.


    strategizing and stratifying different ⁓ consult indications and different needs to, you some people might meet with a genetic counselor, you know, like myself and have a very kind of classic formal genetic counseling consult that is a full hour long and we're going over family history and we're talking about decision making, whereas some people might have a 15 minute call with a counselor on the phone and just briefly review their results so they have a better understanding. And as things move forward, especially who knows what's going to happen, I think in the world of AI, we may have situations in the future where people are using AI bots to kind of explain very straightforward results, right? So I think that, and all of these different things, I think take different investment from, you know, fertility networks and fertility clinics. So short answer, probably not. Long answer is depends on which type of genetic indication we're talking about and how your practice wants to approach it.


    Griffin Jones (04:24)

    So there's definitely not enough genetic counselors if every patient was going to meet with one, there wouldn't be enough to meet that demand. Is there enough to meet those that should be seeing a genetic counselor? And tell me what your view on that is. What percentage of patients in your view should be seeing a genetic counselor? Where do you think that might be underserved in the field writ large? And are there enough in-house genetic counselors to meet that demand.


    Teresa Cacchione (04:58)

    Yeah, increasingly, yes. I think eight years ago, 10 years ago when I first came back into the field as a genetic counselor, it was not very common to have in-house genetic counselors. A lot of clinics were still referring patients out to either third-party genetic counseling services, which still exist and are, think, as we can talk about if you like, think are very complimentary with in-house genetic counselors in a lot of ways.


    or we're referring out to sort of major hospital genetic counseling practice, prenatal genetic counseling and sort of things of that nature. As we've started to come more, it's become more and more common for genetic counselors to be in-house, we're kind of seeing a lot of practices start to break it down in a particular way. And I'm seeing this model kind of be, which is the way I created it at our practice. And I've kind of seeing this be replicated in a lot of ways where


    the in-house genetic counselors will often see the people that come back on their genetic testing as high risk with complex results, who have very clear risks for the next generation, who have very concerning family histories. So the patients will a lot of the time sort of have screening questions with the physician and their nurses originally, initially they'll undergo some basic screening. They may even test their embryos and have very confusing results and then get referred to the in-house genetic counselor.


    if they meet sort of a sort of guideline of high risk indications. And then patients who are lower risk, but maybe still might want to sort of have some additional discussion about what their results mean, you know, will be less likely to speak to the in-house genetic counselor, just because there is often a much higher volume of those patients, and may be more likely to either talk to a nurse or their doctor who frequently will honestly come to the in-house genetic counselor if there's something they're not certain about or


    I know that me and my colleague in our practice will train all our nurses how to interpret carrier screening and genetic results so they can be having those low risk discussions with the patients. Or, you know, and this is where I think in-house genetic counselors are very, I think, can work hand-in-hand with third party services is that a lot of clinics will use third party genetic counseling service to handle all the low risk calls, right? So people who do want to have more of a discussion but maybe don't necessarily need


    the coordination of care and kind of in-house expertise that a genetic counselor working within the clinic can provide.


    Griffin Jones (07:22)

    So tell me about that. How do you work with those third parties? Who do you use and how do you use them?


    Teresa Cacchione (07:28)

    Yeah, so we work with GeneScreen for all so what they'll typically do is they are partnered directly with the carrier screening company that we use so that when results are released, you know, we've have set up ahead of time a kind of algorithm of high risk versus low risk results or what falls into each category. GeneScreen will automatically reach out to our patients who are low risk to review their results with them.


    And then anyone who is high risk, the physician will get an alert and refer them to me and my colleague for a formal, more in-depth genetic counseling discussion. So that's what we do for carrier screening for genetic testing results, so embryo testing results, pre-implantation genetic testing. The laboratories that we use for the testing have in-house genetic counselors that can do kind of very general overall results reviews with patients.


    And patients have a lot of questions that their nurse or their doctor kind of is going beyond the amount of time they have or are asking questions that maybe they don't feel as comfortable with. If it's not a scenario or indication where it might be helpful to have internal knowledge of our clinic's policies or procedures or the patient's particular background, we'll have the genetic counselors at the laboratory sort of do a general results review in those scenarios. So we kind of partner in two different ways.


    Griffin Jones (08:47)

    So when you use gene screen for low risk patients, for example, how would it normally be for low risk patients? Would they normally be seeing a nurse or a doctor not be seeing a genetic counselor?


    Teresa Cacchione (09:00)

    In, I think in clinics or cases where they maybe aren't partnered with a service or they don't have someone in-house, it might often be the nurse or the doctor. Or there are some carrier screening companies that do have in-house genetic counselors. So that's a little bit less common now than it used to be. So it is a lot of the time now third-party services kind of jumping in to fill that gap where nurses and doctors, they're


    coordinating so many other aspects of care that they may not have time to have a 20 minute sort of discussion about these results alone, especially if they're low risk, whereas genetic counselors are able to do that.


    Griffin Jones (09:37)

    So why did all feel that it was necessary to have GeneScreen do that as opposed to just having nurses or doctors? What is it about, I mean, they're low risk by your label. Why not just say, for the low risk folks, they can be handled by a nurse?


    Teresa Cacchione (09:57)

    I think that some practices do that and it certainly works. think that from a liability perspective, I think it is nice to know that someone with an expertise in that particular area is reviewing those results with the patient. Even low-risk results can sometimes be a little bit complex. Even when it's a low-risk scenario, patients often might carry multiple different genetic disorders and need to have each one explained. Often there's a lot of confusion about being a carrier versus having the disorder and ⁓


    taking the time to talk the patient through the different types of genetic inheritance. And there are some scenarios that are a little bit more gray area where even though it's a low risk in terms of reproductive risk for the next generation, there could still be some things to talk about in terms of the patient's own health, right? And I think all of this just takes a lot of time that our nurses and doctors may not always have given the number of other areas of care that they're coordinating simultaneously.


    Griffin Jones (10:52)

    How did you choose them as opposed to another third party genetic counseling partner?


    Teresa Cacchione (10:56)

    So, yeah.


    So, I mean, we being in the New York, New Jersey area, we've known them for a long time and have worked with them on multiple occasions in the past prior to, think, using them more routinely for our carrier screening calls. And then the carrier screening lab that we work with is partnered with them. So that sort of was a big factor in that decision. I think that different


    carrier screening laboratories may have different sort of third party counseling service partnerships, right? That often plays a big role in that, in the way that is initially set up.


    Griffin Jones (11:29)

    I've heard from people that maybe doctors think that the genetic counseling is being done by the carrier screening lab, but that their counseling to that panel and it might be different from a different carrier screening company's panel. Can you tell me more about that?


    Teresa Cacchione (11:49)

    I mean, there can be variations between carrier screening panels at this point in terms of which more rare conditions are included. There are guidelines right now in terms of the more common severe genetic disorders, right? What should be on every carrier screening panel? What is sort of default that we should always be testing for? But once you're talking about more severe, more rare genetic disorders, as well as


    milder conditions that may not necessarily impact reproductive risk immediately. There's a lot of variation between different laboratories on what they will report and what they will test for. So it is possible for patients to get slightly different results depending on which laboratory they've gone to or that clinic works with. And there's a lot of internal discussion. Each clinic kind of gets to decide what they feel is the most relevant panel to be offering their patient. In addition, the labs will only counsel about


    that panel and those results, right? They're not gonna be talking to patients about their family history, the rest of their IVF workup, any genetics, fertility-related genetics testing they had that was kind of separate to the carrier screening. And that's where the internal GCs can kind of come in because we have access to their full chart. We're able to connect directly with our doctor and say, based on the initial workup, do you think IVF is an option for this patient? And if not, you're not gonna spend a half an hour talking about embryo testing.


    So I think that that's where the internal GCs can kind of jump in and play an important role.


    Griffin Jones (13:16)

    Is there a risk if you don't have that? is there a risk if you're just going off the panel of the carrier screening labs and you're just seeing what's in that panel as opposed to going through the full genetic counseling history?


    Teresa Cacchione (13:31)

    I think that that is the yes, because the carrier screening is really only looking for recessive and X-link genetic disorders, which are a category of disorders where the patient or the partner, the intended parents, may not necessarily be showing any symptoms if they're a carrier. What you're doing there is you're assessing for risk that wouldn't be known just by learning about their personal or family medical history. Most IVF clinics, including our own, have


    a pretty hefty ⁓ family history section on their intake forms where patients are asked a lot of different questions about their family history that the doctor then talks through in the initial consult. And that is where there often are sort of red flags that come up where they might be referred to a genetic counselor, not because of any testing they've done with us, but because of their family history. And depending on that, we might recommend additional testing beyond what was done, what is available on sort of the


    general carrier screening that's done for everyone, and in some cases might even refer out to specialty areas of genetics if it's something that's a little bit beyond what a reproductive endocrinology practice, you know, should be ordering.


    Griffin Jones (14:41)

    Would the docs always know what those red flags are or are there times where that would have been caught if it weren't for a genetic counselor? Can you think of any examples if that is the case?


    Teresa Cacchione (14:54)

    I mean, I've certainly had cases where, you know, there are very, we've designed the questions and worked with our physicians over years to sort of make sure everyone's aware of what their red flags are. But I've definitely had cases where doctors have reached out to me and my colleague and we honestly block time every day for questions from our physicians and nurses because that's one of the reasons we're there, where they're not just to support the patient, but also the practice and the staff as well.


    ⁓ We definitely have cases where they reach out and say, the patient reported a history of XYZ. Do you think that's suspicious? Should we do any follow-up on this or do you think that's okay? This just came up the other day. We had a patient come in saying they had a family history of a certain disorder and the physician said, that disease is on our carrier screening panel. Let me check in with our genetic counselor to see if that's sufficient, if that would pick up that risk. I knew just because


    of sort of the inner workings of this test that the baseline test that we offer actually wouldn't pick up that disease automatically because of some limitations to the technology that exists and recommended that because of her history, this patient adds some additional testing onto the panel, right? So we can, I think, add additional color because of our expertise in this particular area to a lot of the tests that are being offered.


    Griffin Jones (16:09)

    Would the carrier screening lab have known that?


    Teresa Cacchione (16:12)

    Probably later on after they talk to the patient. Yeah, so and that's the thing is I think the having the outside services are so helpful and are what a lot of clinics need to rely on because you know, I think especially smaller clinics may not always financially be able to have a genetic counselor in-house, but a lot of the times you'll get there. It just might take longer with more back and forth. I think often having someone in-house streamlines a lot of this in many ways.


    Griffin Jones (16:38)

    Tell me more about the types of cases that you're seeing when it's high risk and how that escalates to you.


    Teresa Cacchione (16:47)

    Yeah. So, you know, if a couple or patient or partner does carrier screening and they're carriers for the same disorder, right, or the female carries an X-link disorder, which are ⁓ disorders that only individuals with two X chromosomes carry, that's when they would be flagged. For us, they'd also be flagged to see us if they come in and there's an immediate concerning family history or if there's some additional fertility testing that's genetics related that might get flagged. So those patients would come to us, we would talk about


    ⁓ their family history first, which kind of puts all the results in context, helps us make sure there's nothing else we need to be thinking about from a genetic perspective. We would then talk about the findings from their results in depth, explain what it means, not just talk about the disorder generally, but also the particular specifics of the genetic changes they carry and how that might impact the way that disorder presents in any of their children who are going to have it.


    We'll talk about what the risk numbers are. And then, and this is where I think where the counseling piece really comes more into play is then we talk through options, right? So we'll talk through, okay, now that you have this information, what can we do? You know, if you're conceiving unassisted, what are the options? If you decide to do IVF, what are the options, right? And we can really personalize that discussion. I think especially the in-house genetic counselors.


    can personalize that a lot because having direct access to the results of their fertility testing, their doctor's notes, being able to just send a quick email to their doctor being saying, hey, I saw the ovarian reserve was low. Do you think IVF's even an option in this case? Can really help inform that discussion and help make sure the patient's making decisions that are right for them in their particular scenario.


    Griffin Jones (18:25)

    How many doctors do you all have at Army of New York? A 20?


    Teresa Cacchione (18:28)

    25


    I think we're up to now.


    Griffin Jones (18:31)

    How many GCs do you have for those 25? Two. Is that enough?


    Teresa Cacchione (18:34)

    Two, yep.


    it.


    Griffin Jones (18:41)

    Do you work with the US,


    do you work with other GCs throughout US fertility as well, or are you mostly, it's, you're. ⁓


    Teresa Cacchione (18:48)

    We don't share patients, no,


    because we are separate practices. So we don't share patients. But of course, we do often all talk about policies and strategy and sort of different if someone sees something, you know, unusual, hey, have you seen this before, you know, we're a resource for each other. Yes, but we don't share patients directly, right, since they are even though we're part of the same network, we are separate practices. So yes, there are two of us. ⁓ I think we have set up a workflow that makes it work, but it would always be great to have more. Yeah.


    Griffin Jones (19:15)

    So then hence the hence using somebody like GeneScreen and then I so I didn't know about GeneScreen until Sean Vincent, a mutual friend and then I met Jill and then and then I realized like, I think this is like an underrated little outfit here because so many people it's like all of these different doctors use them and and and really like them and and I was like, this is like one of those


    ⁓ folks that might be underrated and because there's so many different doctors and it's especially the doctors that are really into genetics are the ones using those folks. but I still don't know a lot about how they work. Is there like a whole team of genetic counselors and sometimes you've got this one and sometimes you've got that one or is it like


    Teresa Cacchione (19:53)

    Mm-hmm.


    Griffin Jones (20:07)

    There's three of theirs that you use all the time. How does it work?


    Teresa Cacchione (20:11)

    Yeah, I mean, you'd have to ask them some of the more specifics on that front. There is a whole team there. They have, I think, upwards of 30 genetic counselors, from what I remember. They do see multiple different specialties. So there are cancer genetic counselors and reproductive and prenatal. And I think they're even doing some neuro ⁓ neurology stuff now as well.


    So yeah, there are different areas of specialty. They do have genetic counselors with different backgrounds, which is helpful. And I do think that they assign certain genetic counselors to certain accounts. I do often see the same names over and over again, but that also could just be because what their specialty is, right? But yeah, it has been definitely incredibly helpful because I think there are some small practices out there that I've heard of where


    they're set up so that every patient sees the genetic counselor, but that would have to be a relatively small number of physicians to a very large number of genetic counselors, and that ratio is difficult to achieve. I do think it's more, I'm more and more frequently seeing the model that we're seeing now where there's kind of a high risk, risk approach.


    Griffin Jones (21:12)

    So are you, as the genetic counselor, dealing with high-risk patients? Are you also dealing with the genetic counselor company, like GeneScreen, for the low-risk patients? And are you sort of case managing them, or you're not interfacing with them? You're dealing with the high-risk patients, and then those patients that you've labeled low-risk, their doctors, or their nurses, or their care team is dealing with those genetic counselors.


    Teresa Cacchione (21:40)

    It mostly


    would be the doctors and the nurses directly. ⁓ But I, you know, in my particular role being director of our sort of genetics program, I do from an operation standpoint, right? I'm in charge of the overall workflows and communications with them, making sure our relationship with them, you know, sort of over time, everything is set up the way we want it to be and is flowing properly for all the doctors and the teams. But the direct sort of case management discussion is usually between the doctor and the nurse and


    Jane screen directly and they'll loop in, you myself and my colleague if it went and if needed if sometimes they do accidentally identify that, you know, someone is more high risk and maybe should talk to one of us.


    Griffin Jones (22:19)

    I just did an episode that was pretty popular with Matt Marucca. He's the chief legal officer of inception. And he said that lawsuits against fertility providers is on the rise. And a lot of it is plaintiffs' attorneys copying the playbook of personal injury attorneys. And here's how we go after different companies. And here's how we


    Teresa Cacchione (22:26)

    Mm.


    Mm.


    Mm-hmm.


    Griffin Jones (22:44)

    your terror, if they don't have a B or C, then we're going to be able to make a case for this and and get these kind of claims and these kind of damages. How much do you follow the legal landscape around genetics? And and even if you're not following it from like a ⁓ courtroom standpoint, what sort of keeps you up a little bit? What's what? Where do you feel like there's some vulnerabilities where if not for genetic counselors?


    there could be an issue.


    Teresa Cacchione (23:14)

    think the biggest issue right now is probably understanding pre-implantation genetic testing results. wanting to make sure, know, that science is amazing. And I've seen, I've literally watched the science on PGT happen in real time over the last 14 years. And, you know, the more, and this is kind of echoed in genetics at large in that the more we learn, the more complex it becomes, right? Nothing is black and white in genetics.


    it's very infrequently things are just normal and abnormal, there's a lot of gray area. I think having for those more gray area results that we're increasingly seeing on pre-implantation genetic testing, think it's going to be really important to make sure patients understand the implications of those results and understand whether or not they're attempting to transfer them or discarding those embryos or keeping them for the future or cycling again.


    having a very clear, which is it's an, it could be an hour long discussion, right? You though it's very, it can get very nuanced. But I think that, and it's one of the reasons why I think we're seeing the increased demand for genetic counselors in this area, aside from the fact that carrier screening has similarly gotten very complex for similar reasons. I think the more immediate, I think risks are surrounding making sure that there's a very clear understanding of PGT results and facilitating the downstream informed decision making related to that.


    Griffin Jones (24:38)

    So is that mostly for the purposes of informed consent or is there any other application?


    Teresa Cacchione (24:46)

    I think mostly informed consent. Yes, I think, aside from just understanding the results, I think there's often a misconception that pre-implantation genetic testing is a guarantee of a healthy baby, which of course is never the case. There is no test that could be done at any stage that can guarantee a healthy baby 100%. We just can help us exponentially increase the risks that we can never guarantee that.


    I'm sorry, decrease the exponentially decrease the risk. So we can never guarantee that, you know, a healthy baby entirely. I think having documented counseling of that and documented counseling of the potential outcomes or impacts of transferring different types of embryos or helping patients decide whether or not to keep certain types of embryos, I think is where a lot of that risk lies.


    Griffin Jones (25:32)

    said something similar is happening with carrier screening. What's what's been happening there?


    Teresa Cacchione (25:37)

    So with carrier screening, it has continued to increase in size kind of exponentially over time as our technology has gotten better, we've been able to include more and more conditions and screening for more and more genes at once as part of the same test. At this point, it is cheaper and faster to screen for several hundred conditions than it used to be to test for one condition about 10 years ago, right? So, but.


    you know, our understanding of all of the different genetic information we're getting is not always 100 % clear. You know, we can get gray area results sometimes. And I think there's also a lot of, as I mentioned earlier, a lot of differences between different companies about what they deem as relevant for inclusion, right? So, you know, patients can often get confusing results if they did screening at two different laboratories. So I think that there has been an increased demand for genetic counselors to help.


    explain a lot of those discordant results and run through the different pros and cons. Related to that also, that kind of runs into donor dammage, donor eggs and sperm. Someone who was screened five years ago, it may be a carrier for something that is not on the current panel. So it's hard for a patient to get tested for that, right? Even though they know their donor is a carrier. So


    we end up kind of jumping into in a lot of cases to help discuss and walk patients and doctors and nurses through a lot of these more complex scenarios. And I think that's where a lot of the increased demand is coming from at this point.


    Griffin Jones (27:05)

    You mentioned your workflow. How do you work that all into your workflow so that it's not slowing everything down or, you know, derailing patients? A lot of these networks and clinics, they're focused on conversion. We get patients in the door. We got to get them through treatment. Whether they're seeing a genetic counselor in-house or through a third party like GeneScreen, how do you work that into the workflow so that


    Teresa Cacchione (27:19)

    Mm-hmm, yeah. Yep.


    Griffin Jones (27:32)

    the train doesn't get derailed.


    Teresa Cacchione (27:34)

    Yeah, I mean, we in very close partnership with the nurses and the doctors and the coordinators. I think that for so we, for example, at our clinic, we do a training every month for all of the new nurses and coordinators in the practice. So they know what of all of our policies are what the workflow is, how to interpret carrier screening results and PGT report so that all of the lower risk, more basic, you know, sort of concerns that they could answer a lot of the sort of easier questions. Right. I think


    we work to sort of with the different indications in our workflow to try to make sure that patients are waiting more than two weeks to see myself and my colleagues. So that as you said, the train isn't getting derailed and we're not seeing a significant slowing of conversion. And if, you know, that time does start to increase, right, that's when we've had conversations that about, this particular consult indication, is that something we want GeneScreen to see now instead, right? Because it could move faster.


    So it's a constant sort of, we're constantly watching it and tweaking it and working on it to make sure it is still giving, making sure the patients are sort of getting the information and informed consent we want them to have, but also making sure it's not overly burdensome on the doctors and nurses. And as you said, we're not slowing conversion time. So it is something that needs to be constantly maintained.


    Griffin Jones (28:49)

    When you have any company, I bet you if you take someone from a department and put them in another department's meeting with the customer, for example, you take the customer service team, you put them in the sales team's meeting with a customer or vice versa, some of them are gonna leave that meeting saying, I wish they didn't say this. I wish they said it that way instead. What do you find that


    REIs might be framing a certain way that you think genetic counselors might frame a different way.


    Teresa Cacchione (29:21)

    I mean, think genetic counselors in general are a little bit, what's the right word for this? A little bit more non-directive, right? So, you know, we, I think, are largely stemming from concerns about risk management, right? I think a lot of the times we will hear that patients were told they had to do carrier screening or they had to do PGT or they sort of...


    And I think a lot of genetic counselors, while we will definitely want to protect the practice and talk about the benefits of those things, we are a little bit generally trained more so to be non-directive in our counseling and to make sure patients are aware of the options, but that ultimately they have the choice as to what they want to do in terms of their genetic testing and that genetic testing is always a choice. I think that is a frequent distinction I see.


    ⁓ between genetic counselors and other providers, definitely.


    Griffin Jones (30:13)

    You mentioned AI a little bit earlier. Are you using AI now? Is there any sort of genetic counseling AI software that you're using and or any that you're investigating and what applications do you see for AI in the near future?


    Teresa Cacchione (30:16)

    Mm.


    Yeah, we're not currently using it to my knowledge, ⁓ at least not directly with our genetic counseling. There are some companies I'm aware of that are developing a lot of tools involving AI for this. I think it will always be very tricky to do post-test counseling with AI, and I would always be very hesitant to do counseling about results with AI unless...


    even the low risk results, it's not only so complex, but needs to be so tailored to the patient's particular educational background, a lot of their preferences in terms of finances, any religious considerations, right? Everything needs to be so tailored to the patients specifically, and the sort of the information needs to support them, that I would be always nervous with that. What I'm seeing be developed and where I think it might have a lot of application is in a lot of the pre-tests.


    counseling, right? So counseling patients about what the tests are, what the benefits are, what the limitations are, running through sort of different algorithms depending on what they do or do not choose. That's where I think that might be helpful. That right now, this is a sort of a known problem in the field is that, you know, we would love to be doing more pre-test counseling for patients, but there just are not enough genetic counselors. And I think that


    Griffin Jones (31:45)

    Is that


    patient education or is it something more than just patient education?


    Teresa Cacchione (31:49)

    It's


    education and also in many cases decision making, right? So, you know, could they be maybe choosing between different levels of panel that they might have different panel sizes they might be interested in or, you know, I know for colleagues, you know, in other areas of genetic counseling, I'm thinking like cancer genetics and things like that, right? Based on the family history, what panel would be most relevant? You know, I think that there will be a lot of application for AI in that area in the future.


    Griffin Jones (32:15)

    How else should genetic counselors be partnering with doctors as, I mean, maybe it's making protocols or how do you work on protocols together? How do you see this relationship in the field between genetic counselors and REIs going in the next couple years?


    Teresa Cacchione (32:38)

    I mean, think what we're already seeing, starting to see now is really wonderful. And I hope we continue to see more of it is, REIs partnering with genetic counselors in the same way they have partnered with nurses and embryologists, right? So sort of genetic counselors being part of one of the main pillars, especially when it now that pre-implantation genetic testing has become so much more frequently utilized, right? And as I mentioned where


    seeing that those results are becoming increasingly complicated and having increasing amounts of gray area. I think that having genetic counselors be sort of, and I'm very lucky that in our practice, I have always been treated that way, right? Have always been sort of part of the conversation with our doctors and our embryologists, but I know that's not the case for genetic counselors everywhere. They're not, I think, always viewed as peers to the rest of the team or viewed as more so ⁓ there for the patient experience and less so to be a resource for


    the rest of the sort of leadership and clinical practice team. So I think that I am starting to see that in a lot of, for example, the genetic counseling professional group in in ASRM is now sort of having a lot more being asked to be involved a lot more frequently in writing different policies and opinions, right? We're starting to see that happen more and I'm hoping it will increase from here, especially when it comes to pre-implantation genetic testing.


    Griffin Jones (33:59)

    How does that work with third party people though? Does GeneScreen use your protocol? When a practice like yours has protocol, how does that work with third party counselors?


    Teresa Cacchione (34:14)

    They don't usually know or can't really speak to our internal policies and procedures. That's where having an internal genetic counselor tends to help and is why the consult indications that we tend to see are patients that would most benefit from us directly coordinating their care. And that's why we set that up that way. I think in practices where we're not present, a lot of those skills or a lot of those tasks would often fall to


    you know, the individuals who are managing the case, like the nurse or the coordinator to read the genetic counseling codes, then talk to the doctor and the patient and say, hey, let's make a plan based on the notes from this outside discussion you had, right? Whereas when that's in-house, we can kind of coordinate that directly.


    Griffin Jones (34:58)

    Is there like a platform you use? they plug into your EMR? How does that work?


    Teresa Cacchione (35:04)

    ⁓ So the, the GeneScreen will send us notes, right? There is a platform where that, those can be transmitted through. And then internally, you know, myself and my colleague will create genetic counseling notes directly in the patient's chart so that the doctors can read. And we also send those out to the doctors and the nurses as well.


    Griffin Jones (35:21)

    I'm thinking of Jamie Metzl and perhaps others.


    ⁓ that think that most human reproduction will be done through assisted reproduction and therefore genetics will be much more involved. How do you see genomics being applied in ways that it might not be today?


    Teresa Cacchione (35:38)

    I mean, right now we're really using genetics in two ways in IVF, right? We're using it to screen for inherited recessive disorders, so what are called Mendelian disorders, which only make up about 10 % of human disease. And then we're screening embryos for chromosome abnormalities, which are not usually inherited, just usually arise sporadically, right? During the formation of eggs and sperm. And those are kind of the two different areas right now.


    there is a humongous sort of missing piece there, which is what's called multifactorial human disease, right? So diseases that aren't based on one single gene going awry, but caused by complex interplays between hundreds or even thousands of genes and environmental factors that we don't understand very well yet. So I think that


    in as our understanding of the development of those conditions and the many, different contributing genetic factors and how they interplay with one another and how they interplay with the environment. As our understanding of those gets better, it's certainly possible that we could have a greater ability to sort of predict risk for those conditions through embryo testing. And there are some companies offering that now, but it is generally fairly understood that that's


    very preliminary our understanding of those diseases and it's not something that's really being really offered across the board and does start to come into some ethical territory in terms of we would only be ever assessing potential risk for the disease and not presence or absence of the disease itself, which starts to go into a moral gray area. I think that's the next phase of this is, we're screening for chromosome abnormalities and this small subset of


    genetic disorders that are inherited, but what about everything else? I do have to say, I have heard that prediction stated very frequently from various different sources, that eventually the majority of human reproduction might be through assisted sources. As someone who's been in the trenches for many years of this, I am a little skeptical of that. It is not common that we meet a patient who's happy to have to be undergoing IVF.


    Griffin Jones (37:47)

    Well,


    eventually is a very long time, Teresa.


    Teresa Cacchione (37:50)

    Yes, that's true. That is true. Yes, yes. So that might be a little short sighted. That always feels a


    little bit difficult for me to believe. ⁓ It is certainly possible that it will become more common though. Yeah.


    Griffin Jones (38:01)

    I mean, do we think that 400 years from now, human beings are going to just be having sex at random to procreate if there is so much more available through genomics and ART?


    Teresa Cacchione (38:14)

    Yeah, think a lot of changes would have to happen within IVF for that to be possible first, right? And that's usually, I mean, I think right now for a lot of patients, we're struggling to find embryos that are even viable from a chromosome perspective, right? Nevermind, then we start saying, okay, this one has a slightly higher chance of heart disease, or this one has a slightly higher chance of diabetes, right? I think that we would have to sort of be at a very different space in IVF where we were through...


    Griffin Jones (38:20)

    Like what?


    Teresa Cacchione (38:41)

    various, whatever methods, maybe we are become developed in the future, know, stem cells, whatever, you know, we would have to have a lot more eggs and embryos to work with. And I think that there's some major, I think developments that still need to happen on that front before that's feasible. We would have to overcome age-related infertility first, essentially.


    Griffin Jones (38:56)

    What are the-


    And there are people working on that.


    Teresa Cacchione (39:01)

    I know, yes, there are, there are. So that's why it's not impossible. But I


    always think that with that stave, as I was reporting the cart before the horse.


    Griffin Jones (39:09)

    I'm not sure how much insight you have into what payers like the employer benefits management companies cover and don't, but are there things that you often see not covered that you think if this were covered, it would have ⁓ a net benefit?


    Teresa Cacchione (39:14)

    Hmm.


    I mean, I do think that we are increasingly seeing payers cover it, but it is unfortunately still very common for a lot of major insurance companies. Less so specific fertility benefits, but major insurance companies, a lot of them will not cover carrier screening still. A lot of patients are paying out of pocket for that. It luckily has become a lot more affordable than it used to be, but we're still seeing a lot of, and even though it is now, you know,


    recommended that anyone who's trying to conceive have at least 100 recessive and X-link disorders tested. Most payers are still not covering that. And a lot of payers will not cover chromosome screening, pre-implantation, genetic testing for aneuploidy. A lot of times that is not covered either. And while there's been debate over, I think, the benefits of PGTA for patients under age 35,


    We know that it increases the live birth rate and significantly decreases the chance of pregnancy loss for patients over age 35. And I think that if more payers covered that we would be making it much more accessible for patients to sort of reach their goal.


    Griffin Jones (40:34)

    If you could make one broad change, you could wave a magic wand and there's some sort of either policy decision or protocol change or maybe something that hasn't been studied that you want to see more literature, more data on. If you could make any positive change that is within the realm of possibilities in the next year or two, what would it be?


    Teresa Cacchione (40:56)

    Yeah, I mean, there are still so many people in this country who don't have access to it at all. I mean, we just it was not within the last five years that it was even in our state, right in our in New York state where I work where, you know, it was a required benefit, you know, for employers above a certain size to cover IVF. So I think that, you know, we're a lot of what we're talking about is currently still inaccessible for an incredible number of people. And a lot of people don't have access to these benefits at all.


    never mind the potential future applications of them, right? So I think that if I could change one thing, would, and I've seen a lot of improvement in the last, my last 14 years in this field, but I think we're still sort of a long way off from the level of access that everyone should have.


    Griffin Jones (41:44)

    There's increasing demand. There's only going to be more so. So I'll be looking forward to following up on what's happening with genomics and following up how you're dealing with it at RMA of New York and the rest of your colleagues. Cacchione, thank you so much for coming on the Inside Reproductive Health Podcast.

    Teresa Cacchione (42:04)

    Thank you.

RMA of New York
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260 Avoiding IVF's Next Public Catastrophe

 
 

Today’s episode is paid content from our feature sponsor, who helps Inside Reproductive Health to deliver information for free, to you! Here, the Advertiser has editorial control. Feature sponsorship is not an endorsement, and does not necessarily reflect the views of Inside Reproductive Health.


They were lucky

The gas to the incubator stopped flowing, but XiltriX caught the failure in time, no embryos were lost… and no headlines were made. 

But what happens if the next failure isn’t? 

In this episode, Dr. Matthew “Tex” VerMilyea of Ovation and US Fertility, and Moises Eilemberg, CEO of XiltriX North America, return to Inside Reproductive Health to ask a hard question: 

What would your lab do in a crisis? 

You’ll hear: 

  • The catastrophic loss Sweden’s biobank suffered (and what you need to learn from it

  • Why embryologist shortages are reshaping the IVF lab 

  • What standardizing monitoring protocols could mean for your network 

  • Why Tex believes monitoring as a service is the future 

  • The steps to take after a public lab failure (and how to avoid needing them

  • How XiltriX helps fertility labs gain 24/7 visibility, rapid response alerts, and peace of mind 

This isn’t about tech. It’s about protecting the future of your lab, your brand, and your patients. 


“Tex” Loves This System. Here’s Why...
 > 23% of alarms are missed. See why Dr. Vermilyea doesn’t have that problem*

Dr. Matthew “Tex” Vermilyea gets 24/7 live assistance from XiltriX’s SafetyNet Team at his IVF labs. Request your free demo to see if your IVF lab can benefit from the same advantages; 

In your free demo, you’ll receive 

  • Tailored presentation to meet your priorities 

  • Software demo 

  • Real-life case studies 

  • 24/7 live support overview
    *Based on product claims 

Request your demo now to see how Ovation and other fertility centers are keeping their IVF labs safe!

REQUEST FREE DEMO
  • Tex (00:03)

    Do it sooner than later. You know, this is not funny business. it's also doing it for your staff, right? Your staff needs to feel comfortable in a good system, So I'd get in touch as soon as possible, start exploring opportunities, really assess your current system, have a chat with the XiltriX team and see if they've already figured that out. I would not sit on it. I would reach out because a failure could happen tomorrow.


    Griffin Jones (00:35)

    Do it sooner than later. What could Tex be talking about?


    Here's what we're talking about overall. Workforce crisis and burnout, particularly in the embryology lab. 24-7 operations and the financial pressure of the efficiencies that labs need to yield. Public scrutiny and risk management and what the IVF lab of the future will have that separates the best in the field from those that are run of the mill.


    My guests are Dr. Matthew VerMilyea. You know him as Tex. Everybody seems to know Tex, the guy with the cowboy hat that has become the vice president of scientific advancement at Ovation and US Fertility. He oversees a lot of labs.


    And Moises Eilemberg CEO of XiltriX North America, XiltriX is a monitoring solution as a service.Might be thinking I've heard that name a lot now. That's because doctors Steven Katz, Eva Shenkman, Sangita Jindal. have we've all been talking about why they use XiltriX and what they like about it. And because Tex and Moises work with so many different IVF labs. they're able to go into some detail about what labs are doing to solve for these challenges. Challenges like severe embryologist staffing shortages, standardizing protocol, the right balance of autonomy for embryologists, and the standardization of best practices when you've got a lot of labs and a lot of liability.


    They talk about the hidden costs of cheap solutions, the role of monitoring as a service, standardization strategies to save cost, and head count and workflow hours. They talk about one situation that could have been really bad with an incubator, and how they caught that. They tell the story of what happened with a Swedish biobank last year that could have been prevented.


    Tex shares what he would do to restore trust after a public failure like that and how to prevent it in the first place, and they talk about the essential elements for new IVF labs being built in 2026. The equipment, the setup, and the integration with new technologies and the implication that AI is going to have with all of that.


    ASRM is going to be here sooner than you know it. You might just shoot XiltriX an email and set up a time to meet. You might schedule a demo or a Zoom meeting beforehand, because whether it's Dr. Jindal, Dr. VerMilyea, Dr. Shenkman, Dr. Katz, they're all saying the same things.


    And when I asked Tex if he thinks that network operators and lab directors should try to get in touch with XiltriX just to at least start the conversation, just at least to see what they've got. If he thinks it's worth it, what he thinks. And he said, do it sooner than later. Of course, it helps Inside Reproductive Health, if you mention that you heard about them through us.But even if you don't want to do that, just help yourself. Find a time to meet with XiltriX at ASRM or a little bit before, and enjoy this conversation with Moises Eilemberg and Tex VerMilyea


    Griffin Jones (03:49)

    Mr. Eilemberg, Moises, Dr. VerMilyea Tex Welcome to the Inside Reproductive Health Podcast.


    Tex (03:58)

    Happy to be here


    Griffin Jones (03:58)

    Gotta give a shout out to Moises and his people for putting us in contact, Tex, because I feel like I've known you for a long time because we always have been in each other's periphery. This is actually the first time you've been on the show. What's the biggest challenge in the lab right now or group of challenges or what are you seeing in the lab right now?


    Tex (04:18)

    Yeah, great question. You know, we are currently in a time where it is a struggle to find personnel in the laboratory, not only at the bench, but just, you know, kind of supporting, you know, support teams just to help us get the job done. So I think we're really in a little bit of a crisis of trying to identify where we can find some of these usable individuals to really kind of embrace the work that we do in the laboratory and stick it out with us. ⁓


    Griffin Jones (04:42)

    Was this the case before the 2021 labor shortages happening everywhere? Was it bad before then, Tex? Just got worse? Or had it been okay? And then that really put the finger on the scales.


    Tex (04:58)

    Yeah, I think it feels like it's gotten worse. And I think that's just because there's a surge of volume. COVID really put a lot of patients through our laboratories post-COVID. And I think ⁓ there's a lot of burnout and trying to find ways of how we can sort of standardize processes within the laboratory to kind of improve workflow efficiencies. it's always, I feel it's always been a growing problem. More labs are popping up. Patients are demanding services. So trying to keep up with supply and demand issues.


    Griffin Jones (05:24)

    Do you feel like, it still getting worse like since the 2022 era? Is it sort of like leveled off and now it's just like this constant challenge?


    Tex (05:35)

    You know, I feel that it's a constant challenge. really do. think that there's, you know, we have individuals that are retiring and we have, you know, others that are coming into the field wanting to be in the field. And it's just a matter of having time actually to spend to train these individuals and get them up to speed. You know, there's a lot of desire and will to be an embryologist, but just trying to figure out, you know, who maintains what they have to be able to stay within the field and really do good bench work.


    Griffin Jones (06:04)

    We'll go into this more deeply today, but kind of as an overview, what do you see as the consequences of that labor shortage?


    Tex (06:14)

    Yeah, ultimately, you know, unfortunately, we just can't get cycles in the laboratory. I think in addition to having physicians ⁓ availability to see new patients, think the last thing you want to do is have the laboratory sort of be the gatekeeper as to how many patients can be cycled through. But often that happens just based on pure shortages of personnel or lack of physical space to accommodate those numbers of patients and number of embryos within the laboratory.


    Griffin Jones (06:42)

    Moises, you work with a lot of different labs. have a lot of different IVF labs. There are customers. They're telling you stuff. How would you describe the challenges that they're telling you about?


    Moises Eilemberg (06:53)

    yeah, it's actually really interesting to hear Tex's perspective. We obviously see things from our end as a partner to a lot of IVF groups. And we absolutely see the stress on the staff. Shortage of human capital is a theme that we continuously hear.


    And there's a couple more that kind of come to mind. One of them is also financial pressure. There's been a lot of financial investment into the space. even though there is, as Tex was saying, a tremendous amount of demand, you can only do so much with a limit on human capital. And so


    I think there's also stress from the investment that has gone into the field that is looking for a return. And so that translates into financial stress that we see and feel. And then as we all know, there's a tremendous amount of scrutiny on the industry. Unfortunately, every time something


    not so good happens in the space, it becomes highly, highly publicized. So there's a lot of eyes on the industry from a regulatory perspective, from a just public perception perspective. So I think those areas are also ⁓ areas that are facing the space.


    Griffin Jones (08:14)

    All right. So you've got a shortage happening in the workforce and the stress that's caused from that, the burnout that comes from that. You have an additional financial stress of people that have made investments in either opening or buying labs and clinics. And they need a high efficiency because they have to return their investment. then Moises is like the external scrutiny of...


    Anytime there's a lawsuit, anytime there's a bad news story, anytime that heat gets brought on to the field. Let's start with that. Let's stay with the workforce for a second. And either of you guys can tackle this one. But how are labs addressing that right now? How are they dealing with burnout and shortages?


    Tex (09:03)

    Yeah, I can speak to that. what I see, it's a lot of investment into personnel and trying to get them to training centers, potentially, to learn and build those skill sets. It's extremely competitive with regards to trying to identify a senior embryologist with a full set of skill sets. And at end of the day, they're very expensive. And so to accommodate their compensation requests can be difficult.


    You know, we do, US Fertility does a lot of recruitment at universities, try to get students that are looking to enter the field and try to grab them when they're young and train them up accordingly. with that as well, I think we're seeing a revolution or an evolution of technology and some capabilities that will allow us to standardize some of the more repetitious processes within the laboratories.


    automation into the field, we're seeing some robotics into the field that hopefully can do some of the mundane tasks within the laboratory allowing for those embryologists to really focus on their skill set for the latter part of the embryo culture process.


    Griffin Jones (10:05)

    Yeah, because throwing bodies at the problem only works to one, to the extent that you can get the bodies and sometimes you can't even do that. And then two, then it starts to jack up that financial stress that Moises was talking about too. So you need technology to leverage. Moises, I'm guessing that's why a lot of people are coming to you. What are they coming to you for? And what are...


    What have you seen that you've been able to help them with from a standardization aspect of so that they're not just relying on having to throw bodies at the problem every time?


    Moises Eilemberg (10:42)

    Yeah, no, sure. That's the reality as Texas saying is you have you have the need to do more with inputs that are limited. So you have your human capital, you have financial capital, and those are not in endless supply, especially the human capital. As Texas saying, it just takes time. You can't just, you know, go to the store and purchase 10 embryologists. It takes time for


    Tex (10:45)

    Thank


    Moises Eilemberg (11:08)

    REI is to get education and train people and get up to speed. So I think really the way to go at this problem is to get more output out of the inputs that you have. And that's, I mean, that's the story of humankind, right? That's the way it is and the way.


    the way we solve hard problems not only in IVF but across industries. so I think the first thing that I would recommend and that we actually help our customers with is stop using scarce and very expensive human capital to address issues that are non-core to what they're equipped to do better than anybody else.


    Griffin Jones (11:57)

    What are those specifically?


    Moises Eilemberg (11:58)

    Yeah, so I often use the analogy of you used to have a Microsoft Exchange email server in your server room, and that meant you need to have an IT guy that would come in and would have to maintain that server and upgrade it and fix it when it goes down.


    Nowadays, you can take that server, can dump it in the trash, and you can use Gmail, or the corporate version of Gmail. And that way, you let somebody who specializes in email provision that solves all the problems for you, and you don't need to worry about having some of your own staff dedicated to managing


    a problem that is not core to your practice. So for us, we're obviously in the environmental monitoring space and I am shocked at the amount of very expensive and very specialized staff time that goes into troubleshooting, maintaining systems like the ones we provide.


    when we can provide a turnkey service and ⁓ free up the scarce human capital for things that are really going to move the needle for our customers.


    Griffin Jones (13:20)

    Tex, what does that look like in the absence of an environmental monitoring solution like that? What is it that embryologists are wasting time on or doing that they don't need to be doing?


    Tex (13:31)

    Yeah, so every day we kind of go through a quality control component whereby we're checking our systems in place, you know, making sure incubators are being maintained at the right temperature, making sure that our cryo storage containers are being held at the right temperature. And it can be a fairly labor intensive, you know, project or labor intensive process. So you can imagine, you know, having a senior embryologist come in the day and spending, you know, a good 30 to one hour potentially of their day.


    doing this sort of monitoring ⁓ if they don't have a auto monitoring system that's you know, truly identified to where there's validation in place and that it can do the process for them. So I think if we're able to sort of remove that human element and, you know, kind of put the time back at the bench, you know, for some of our embryologists so that they can just kind of allow some of these systems to go on autopilot. But I agree, it can be


    another one of these mundane tasks that doesn't necessarily require human capital to complete as long as the system is robust and trustworthy.


    Griffin Jones (14:33)

    What was it about XiltriX's solution that you thought was the way to go for you guys? Pretend Moises isn't here. Earmops, Moises. But I know how many people are calling on you because we work with almost everybody on the industry side at one point or another. And when you ask folks,


    Who you going after? Obviously, US Fertility Ovation is at the top of a lot of people's list. Your name is mentioned specifically. So I know almost anybody that's selling anything that has to do with the lab is trying to get your attention. And there's just only so many solutions they can get picked. the fact that you pick them tells me something. What was it about their solution that you felt like


    wasn't offered or as good with some other kind of solution.


    Tex (15:26)

    Yeah, sure. And I'll lead into that question with your previous question, like what's the main hurdle around laboratories? And yes, I agree about, I mentioned personnel, but one of them also is lack of standardization. And so we thought XiltriX offered a solution whereby we could standardize our alarming process, not only just for cryo storage, but our incubators, our VOC levels within the laboratory, our temperature, our humidity, our refrigerator door openings, all these aspects that really


    We're dependent on a system that we can trust. We're also reluctant to have a system that goes back to the boy who cried wolf, right? Occasional alarms that go off, you go 4.30 in the morning, 2.30 in the morning, you go and check and it's nothing or it's a false alarm. So we were very comfortable when we first installed XiltriX that we figured out the kinks, we got this system humming just the way we wanted it.


    And then based on that standardization process for one laboratory, we just rolled it out across the entire network. And with the further experience, and I can have a call with my lab directors, and we can all talk about the same system. We can go to XiltriX and say, hey, guys, can we adjust this particular parameter? And I can adjust that particular parameter for the entire network. And so we're all compliant. We're all consistent. We're all standardized. So that was a key element for us to go that route with XiltriX.


    early on and had been a value.


    Griffin Jones (16:47)

    Why not try


    it on your own? We're in an environment where every executive is faced with build or buy. You got to make that decision. Why not try it on your own?


    Tex (16:58)

    It's a lot. And I think we could do it well, but I think these guys do it, you know, super well. And the ability to have a third party involved in our monitoring, right? So system alarm goes off. Yes, all the lab stuff is notified, but they're also XiltriX notified. And we get a follow-up call from XiltriX saying, hey guys, there is an alarm. This is legit. You guys need to go respond to it. So having a partner on that sort of risk,


    risk management sort of component of what it is that we do is super valuable. Because you have a third set of eyes. We don't want to miss something. We're busy in the laboratories. just like any other staff, especially embryologists, they like to get their sleep when they can. So if we get an alarm in the middle of the night and it's not responded to, XiltriX is there to follow up and make sure that somebody is attending to that alarm and able to give us some context. I will say back in the days, there was an alarm system


    that the alarm would go off, but you would have no idea which incubator it was. You would have no idea what cryo system it was. You had no idea why it went off. Did the power go off? Was there a lightning strike? Was there a glitch in the system? Are you really out of gas and temperature? But this is able to dial down and remotely we can access to find out exactly what the issue is. And that's obviously an added benefit.


    Griffin Jones (18:13)

    So the alarm gets escalated to ziltrix if there's a not response. Moises, can you think of examples of how your systems have helped catch errors? Like what comes to mind?


    Moises Eilemberg (18:26)

    Yeah, that's what we do every day, multiple times a day. It is a huge part of the value that we bring to the table because failures are going to happen. Systems are going to have glitches. Internet connections are going to go out. And to have somebody there to help you understand and diagnose what the issue is and what you need to do about it.


    is a huge value added. So I was just actually listening to a phone call, because we record all the phone calls that we place out to our customers, where there was a failure with an incubator. And this was probably around 10 o'clock at night. Oftentimes, if you don't have a provider like XiltriX,


    it would be up to the staff to figure out what the problem is. And in this case, the person was convinced that it was a problem with connectivity. And they very much likely would have potentially not addressed the issue right away because oftentimes you get connectivity glitches and your staff


    learns to then ignore alarms. In this case, our team reached out to the person and they confirmed that it was absolutely not a technical issue. There was a problem with the incubator. That person got in their car, drove 45 minutes to the lab, and indeed the CO2 connection to the incubator was that the tank was out.


    So that could have been a pretty bad event. But because there's somebody there who does this like us for lots and lots of customers, we have a much better understanding of what we're looking at. We can help diagnose an issue and prevent a huge failure from happening. It was good.


    Griffin Jones (20:19)

    What would have


    happened if that error went unattended? If that CO2 issue with that incubator went unaddressed for the whole night, what would have happened?


    Moises Eilemberg (20:30)

    Well, Tex probably knows better than I do, but I think there would have been potentially a loss of some embryos in that incubator.


    Tex (20:37)

    Absolutely,


    yep. You'd have some pH fluctuations within the culture media and then basically could lead to degeneration of the cells and ultimately loss of embryos. And that would be a hard case to fight, especially if there is indication that an alarm went off and nobody attended to it. So that's where I say, going back to this boy crying wolf, like we take...


    every alarm, especially from ziltrax, we take every alarm seriously because we just trust in the system and know that we're not, you know, it's not a fluke and it's better to be safe than sorry and, you know, make the, make the way in. also, you know, you get tired of going on false alarms. And as Moisa said, kind of become a little bit, you know, not paying so much attention to some of those, but, ⁓ but yeah, it would have been devastating for the patients and ultimately for the laboratory as well.


    Griffin Jones (21:31)

    I think that's... To me, that seems why it's so useful having an external body too, right? It would be like... It's like fire drills at a school or fire drills in an office building, right? You take your sweet time getting out of the building because you're like, this is just another drill. It's not the real thing. And if there was... And that can cause serious issues to people if there was some sort of...


    It's third party that was like, this isn't a drill. Get your ass out of the building right now. To me, it sounds like a little bit of the value that you're playing. Moises, have you seen that impact workloads in any way? So that shifting workloads more equitably, preventing burnout in some kind of way?


    Moises Eilemberg (22:15)

    Yeah, I was actually gonna bring it back to the point of efficiencies. Again, there's a lot of pressure on providers and on IVF providers to be more efficient. So accommodate more cycles without the luxury of being able to add more staff at will. But not all efficiencies are created equal.


    There's a lot of criticism, I think, that I've read about in the industry about how with outside investment into the space, things are being forced into being more of a factory and not allowing the doctors to perform medicine. And I think, again, not all efficiencies are created equal. There's a lot of efficiencies.


    that you can implement across a network that make a lot of sense and have nothing to do with patient care. You can centralize finance, can centralize accounting, you centralize marketing, and you don't need a CFO per location. So you can create a lot of efficiencies. And so I think similarly for something like what we do, if you simply ⁓ purchase a piece of technology,


    and place the burden on your expensive and scarce laboratory team to manage, maintain, troubleshoot, diagnose that system, that is a huge burden. It's not just responding to alarms. know, technology sometimes has glitches and sometimes it's got to do with


    and not the technology itself, know, connectivity goes down, things of that nature. And relying on the lab team to handle that certainly takes away from time on the bench and serving patients. And so for us, when we partner with a customer and we take that burden off of the shoulders of the staff, it just, it frees up time.


    And it may seem a little bit more ⁓ expensive upfront, but in terms of the time that you're creating for your team, there's very few areas where I see more ROI than outsourcing things to a specialized provider, particularly when it comes to monitoring.


    Griffin Jones (24:43)

    text you and every other lab director, every other chief scientific officer out there, I have to make a business case to the rest of your organization to make investments like these. I think of yesterday, I go to the mechanic, mechanics telling me it's gonna be seven grand and and it needs this and that or the car is gonna fall apart and say, let me take a look. And I'm looking at like, I don't think so. I'm taking some video and and photos, sending it to my cousin who's


    mechanic and he's like, dude, that's not an emergency. Yeah, it's several months to think about it. You're probably gonna buy a new car anyway. And in this case, I am analogous to the business person, the auto mechanic. It might be an embryologist who wants everything. But then there are times where it's like, no, I'm the expert here. We need this for safety. And it's being ignored.


    Tex (25:17)

    Thank


    Yeah.


    Griffin Jones (25:40)

    The business person has to suss that out. They have to think, is this just one more bell and whistle that would be nice to have? Or is this something that we have to have as a business? How do you make that argument? Maybe using XiltriX as an example, but how do you show that? How do you make that business case to the business people when...


    It really is a must to have and not a nice to have.


    Tex (26:07)

    Yeah, great question. And it sometimes is a challenge, absolutely. These systems are not cheap, but I and I'll use XiltriX as an example because we're on the subject. Being able to further ⁓ vocalize that this company is actually a partner, right? It's not just a service provider. They've got skin in the game as well. Mojis has talked about you could buy an alarm system.


    off the shelf, install it yourself, and then it's me as the lab director to be responsible for any upgrades, updates, et cetera, et cetera. XiltriX does all that. That's on them, right? A new probe comes into the industry and it's more accurate. They're the ones that are gonna come and put it in because A, they want their system to be the best and B, they wanna make sure that we have the right appropriate services. showing that in this business case that we have a true partner in this assessment and I'm a stickler for anything we can do to reduce risk.


    in this day and age with the litigious environment, it's worth the investment. And one thing we have not spoken about at all, we're talking about monitoring and alarms and so on and so forth, the amount of data that XiltriX is able to also produce, All these systems are monitoring 24 seven, every 30 seconds, 20 seconds, and you've got actual data points that you can go back and start identifying trends before they even happen.


    if you're really into the data, which we should be. So we can even predict that, this incubator's kind of been warming up and creeping up over the last week and a half. Maybe we need to take it out of use and invest in something else. So showing that, it's not just an alarming system. We have hell of a lot of data that we can look back at. When to change air-conditioned filters, because our VOC levels are rising.


    versus just watching and seeing, hey, embryos are not looking so good, maybe we need to go change the filters. All these kind of additional aspects to the system that we can put in place and that I can propose and put in front of the real business decision leaders as to, this is more than just a nice to have. This is gonna potentially save our ass if there is an issue.


    Griffin Jones (28:07)

    jump on that for a second, Moise. Tell me not just about the data points but how they can be practically applied for a benefit.


    Moises Eilemberg (28:16)

    Yeah, absolutely. We create a tremendous amount of visibility as to what is actually going on in


    you know temperatures and cold storage, the number of times that you open a freezer, how often the tanks, the cryotanks are open, what the gas levels are in incubators. You know all of this equipment has internal sensors but ⁓ we have our own sensors and we sort of bring a third-party


    independent source of truth, if you will. So what we often find is, you know, a lab may rely on what the display in the incubator is telling you, and they will tell you that everything is at 5 % CO2 100 % of the time, but we know that's not the case. And so when we install our system,


    We identify that half of the incubators are at 4 point something and half of them are at 5 point X. And so we help the lab get that visibility so they can actually get more consistency and potentially improve outcomes. And that's just one example of the type of visibility that we create. It's like putting on your glasses and all of sudden you see


    a lot of things that you were not seeing before.


    Tex (29:34)

    Yeah. And to add to that, that's where you're able to start, you know, really getting to the nitty gritty of standardization. Especially on something like this, you know, I'm one very much of, you know, what the lab directors have some autonomy, right? We all were educated in this field. You know, we may choose a specific culture media. That's OK. But, you know, if we can standardize the alarming system, that's one less headache for everybody involved. And by having a lot of that data to be able to to churn through and better understand, you know, ultimately identify best practices and


    Better patient success.


    Griffin Jones (30:05)

    You had also alluded to the litigation that's happened in the field and you guys are making me think of an interview I just recorded with Matt Maruca. He's the chief legal officer of Inception. I don't know if his episode will come out before after your guys. I think it comes out before. What he's talking about is litigation is on the rise in the field. And it's not just because it's not like that more incidents aren't necessarily happening. It's


    A lot of it is being driven by the plaintiff's attorneys. So these law firms that make their money suing people have taken their playbook from the personal injury attorneys. can't drive 100 feet in any city without seeing a billboard for a personal injury attorney. That's happening in our field too. they know what they're going after. They know how to assemble these cases. They've got it templatized.


    and they're looking for any possible thing. And I'm not a lawyer, but to me, seems like the incident that you were describing where the lab director had to drive back and address that CO2 issue with the incubator had that resulted in a loss of embryos. It's like, if I'm the lawyer, I know every single solution that's out there. all I... Is part of my case prep. I'm just sharing like...


    Here's what they could have had, Your Honor. Here's what other clinics are using as the standard. And they didn't, therefore they're culpable. And I think lawyers are really good at being able to make that the case. It's why you've seen so many successful personal injury cases or settlements that are probably from frivolous cases because they've got that system buttoned down and they're doing it to us now.


    How much do you think about that Tex as a scientific director in your seat? Is that something that most lab directors are thinking like, well, that's kind of an... Is it an issue that haunts lab directors like this lurking litigation landscape out there? Or is it something that you think is more that they let the C-suite worry about?


    Tex (32:16)

    Short answer is all the time. And unfortunately, I shouldn't have to be thinking about that all the time. I should be thinking about improving patient outcomes and doing better in the lab. it is constantly on our mind, especially as we start thinking through new technologies. The first part is, wow, this is great. This is going to advance the field. This is going to help create better blastocysts. This is going to get more patients pregnant. What if it goes wrong?


    You know, what system do I have to back up? Do I have another tool in the toolbox that can show that the validation was properly done, that, you know, we've got approval on doing this, et cetera, et So it definitely causes one to pause, which is unfortunate, but now it's just part of it. know, we think full circle as to what could this get us into trouble, you know, with a lawsuit.


    can't, then we really push ahead. But if there's a little bit of hesitance, like, what if the battery goes dead? Then we start thinking through, OK, well, what's the backup plan? And it's just part of the daily thought now, unfortunately. But again, if I have a system in place and a good partner that's sort of behind me, that's one last thing I need to think about. And risk mitigation, that's a common topic on a daily basis, especially in my world.


    Griffin Jones (33:30)

    How much does standardization help to avoid that? So is your standardizing... What is it that you really want to standardize for? And what are the risks of not standardizing where it's like every lab is just doing it their own way?


    Tex (33:47)

    Yeah, great question. So again, you know, I'm a true advocate for some autonomy within the laboratories. But, you know, here's the scenario. Your US fertility largest network in the US. We've got, you know, 30 labs that are on ziltrex and we have two labs that are still using Sensiphone. Heaven forbid something happened in Sensiphone, in one of the Sensiphone laboratories, and we had, you know, loss of embryos.


    Imagine that court case. Well, why do you have XiltriX and all the other labs and not those two? That's negligence, right? You know it's a good system. You know you're using it. You chose it for a reason. You're on this initiative to standardize. Why did you leave out those two? was like, well, we're in the process of converting or something like that, or we just never did. So those kind of bits can save our butts in a bit of legal time. But other events of standardization with making sure that we're using


    Same consumables and and allows us to identify if there's any issues that are going along But also I want to I don't want to keep all my eggs in one basket especially on some of those bits and that's where it's nice to have a little bit of diversification within the laboratories, but I think on systems that systems that can easily be implemented and that can be standardized and that can improve workflow processes within the laboratory and outside I mean to me that's a that's that's a no-brainer it just makes life a bit easier and


    allows us to defend, heaven forbid, something but to go wrong.


    Griffin Jones (35:09)

    Moises, how do see AI playing into all this in the future for you guys more broadly? How do you think AI is going to impact monitoring?


    Moises Eilemberg (35:18)

    Yeah, mean, think AI, as in most other fields, it's going to allow us to do things much more efficiently and potentially do things that are very difficult to do today. I mean, for us, particularly in the monitoring space,


    Oftentimes when there is a problem or a failure in any of the environments that we monitor, there are usually some symptoms of a failure potentially occurring. And so I think with using AI, we're going to get a lot better at potentially predicting and picking up on those symptoms before a failure actually occurs. ⁓


    mean that's a clear area where I think there's probably a lot of low hanging fruit for us in the space.


    Griffin Jones (36:02)

    Tell me, was there a case study that you guys did, my sister, 12 incubator alarm case study, was that what you were referencing before?


    Moises Eilemberg (36:10)

    Yeah, that was the instance in which there was ⁓ a ⁓ failure of the gas input to the incubator. And there was a lot of confusion about what the actual issue was. And we were able to indicate and have the person actually pay attention to it. One of the things that I want to circle back


    to and maybe emphasize is look, this is an area where almost everyone I've met are talented, smart, well-intentioned, people working for a noble cause. But when errors happen, they are costly. They're very emotionally charged. And as you said, have the plaintiff's attorneys that are


    latch on to those those instances and get some pretty big judgments, so I think you know the level of scrutiny that is in the industry makes it so that You know when you talk about cost efficiencies Some short-term cost efficiencies can be very very expensive in the long run so when I see You know somebody relying on a


    on a very inexpensive but potentially not very reliable piece of technology to monitor what could potentially cost the business. That doesn't seem like a great short-term cost efficiency. It's almost like canceling your health insurance. Yeah, you're going to pay less this month, but you're probably not going to have


    Griffin Jones (37:37)

    But you better pray you


    don't get nailed.


    Tex (37:39)

    Yeah.


    Moises Eilemberg (37:39)


    So, look, we do a lot of work in the pharma and biotech space where we deal with good manufacturing practices. And the first thing that these organizations do when it comes to a GMP regime is they do a risk assessment and they figure out what's the risk of failure and what's the cost of that failure. Well, if you apply that to IVF, the cost of failure


    is can be tremendous. mean, the loss of reputation besides the financial cost. And so there are that would indicate that this is an area where you really want to try to mitigate risk. you know, when it comes to critical failures, more than 20 percent of the time, those critical failures result in us getting alerted because we're always right there with our customer when it comes to alarms.


    24 hours a day, seven days a week. And so 20 % of the time is a lot of the time. ⁓ It's probably more than you would want, but it makes all the difference. It makes all the difference to have somebody there to catch that alarm and then to help you, just like in the incubator case, figure out and identify that this is a real issue you need to pay attention to.


    Tex (38:35)

    Good.


    Griffin Jones (38:50)

    What happened with Swedish Biobank last year?


    Moises Eilemberg (38:53)

    So, yeah, so this was a highly publicized, just like there's been ⁓ others, instance of a loss of basically years and years of samples that had been collected because in this instance, I think there was an alarm going off and I believe a maintenance person silenced the alarm.


    because it was annoying and nobody who really needed to know was notified and the freezer failed and you lost years and years of invaluable research that you're never going to get back. As we often see, know, the technology is great and it's helpful, but usually when something like this happens, it's usually the result of


    combination of things and combination of failures, almost always one of them is human error. And so in this case, evidently somebody, a human, made an error even though the technology was there. The combination of the failure of the freezer with the human error of turning off the alarm with not notifying anybody resulted in a catastrophic loss.


    To have somebody there, a third party, that can reduce the likelihood of that human error, again, makes all the difference.


    Griffin Jones (40:16)

    Jax, let's say this happens at a lab that isn't one of your labs. It happens some other company and they're in a huge crisis mode, PR, public crisis. They bring you in because we need a new face and we need to show people that we're making this right. What are the first things that you're doing to restore trust?


    Tex (40:37)

    Yeah,


    getting a new system in place. I getting a reliable system in place, something that has historical evidence of being reliant, showing that, hey, we've got the best. This is not going to happen again. And really listing the reasons why. We've got state-of-the-art technology. We have another set of eyes. We have validated the system.


    I will say too, a bit of a sidestep, but having exceptional customer service to be able to work with us to identify those alarms. And every new tech is going to have a little bit of issue, but it's a matter of ironing it out and having, again, a partner to help us do that, that understands the value of making sure everything is humbling along accordingly. I think regaining trust on something of that scale is an uphill battle.


    There are some systems in place that can help revitalize that process or just the ability to show that we're taking this more seriously. And we should have taken it seriously the first time by having to.


    Griffin Jones (41:38)

    One of


    the other issues in the lab is just the space. I've been in some of these labs and there's just doers, doers, doers, and people are kind of weaving their way throughout the lab. And they can be pretty small spaces sometimes. And oftentimes putting on an addition is not an option. Moving a lab sucks. Tell us about the challenges created by space limitations in the lab.


    Tex (42:05)

    Yeah, I think a lot of the laboratories built previously didn't think through how frozen embryo transfers were going to take off or the evolution of cryopreservation and the ability to be able to freeze embryos in such a great stable state. Not only that, just our embryo culture techniques within the laboratories have very much improved. So we are getting more blastocysts. We are getting more embryos from a cycle. So therefore, we need to store accordingly. So I think the biggest bit is


    what to do with cryo storage and either send stuff off site or keep it on site. And those cryo containers and robots are all fairly big and take up a lot of space. But also just having incubator space to be able to accommodate not only the employees working around in a safe environment and making sure there's no blind corners when you're walking around with a dish in your hand with 10 embryos, but just the ability to, our incubators have gotten smaller.


    more desktop, more smaller foot space and footprint. And that's helped. But I think if we would go back and survey all the laboratories, I'm sure everybody would want a larger space. But having said that, installing an alarm system of this scale will not hamper that space. If anything, you can work around it to a point where you wouldn't even know it's there in your pre-existing space.


    So I don't, if there's ever an excuse of, I can't adopt this technology because of space constraints, I would argue against that statement because there's, where there's a will, there's a way, and certainly this is not gonna be, you know.


    inhibitor of spatial activity within the laboratory.


    Griffin Jones (43:38)

    How close or far do you guys think we are from a 24-7 operational IVF lab?


    Tex (43:44)

    I've got my opinion. I'll let Moises go first.


    Moises Eilemberg (43:47)

    Well, we may have ⁓ similar thoughts on this text. ⁓ mean, I think...


    Obviously human capital and having people work 24-7, I don't think is particularly in the horizon or viable. But, you know, there's companies which I'm sure we all know about, like Conceivable, who are developing, you know, what is presumably a much more automated process.


    ⁓ end-to-end and so I think technology is going to help us expand the capacity of the industry. I think there's no doubt that that's going to help a lot. Love to hear what you think Tex.


    Tex (44:28)

    Yeah, I would agree with that. We have gone down the path with having sort of shift work within the embryology laboratories based on just the volume. So we'd have an early team to come in and do the retrievals and kind of look at embryos and get things sorted out and then an afternoon team. And that's far from 24 hours, but yet based on the demand, we're having to provide the human supply to be able to accommodate accordingly. I do feel through


    no technology and if there was more of a robotic system that was truly validated and can do the stuff we do at the bench just as well, if not better, then that's gonna open up opportunities and a lot of the sort hub and spoke models whereby you've got spokes out where you do an egg retrieval, you freeze the eggs and then you send the eggs, send the sperm to the main mother lab and then you process and it becomes a bit of a


    processing factory-like system. How far are we away from that? Truth be told, I think none of us really know, but there's definitely been an acceleration of that sort of thought process through the development of some of this tech as of recent years. So it could be upon us sooner than we think, potentially, if it all pans out.


    Griffin Jones (45:41)

    You said most lab directors probably wish they had built their labs bigger. Those building a lab in 2026 have an advantage that those that built in 1996 didn't have. You're starting brand new. I'm talking complete new lab. It's going to be high volume. You're going to do between two and 10,000 cycles. How are you building it?


    Tex (45:54)

    So there.


    A massive embryology staff playroom is key. We're talking stadium seating, we're talking concession stands, we're talking absolutely, you gotta treat these people right. So that would be my first objective. Space for staff is super important, right?


    Griffin Jones (46:09)

    haha


    The Nespresso machine, massage chairs.


    Tex (46:27)

    they've got to be able to break away a little bit from the lab and go back and sort of decompress and either check an email or look at their phone for 10 minutes before they go back in to kind of take a break. I think a lot of just an area for them to break away from the lab is super important. Then it depends on which way you want to go with cryo storage. Are you going to keep it in-house or is it better just to outsource it and sort of move that risk to a third party repository?


    And I think that comes into play with a lot of it. Are we gonna have benches that are relatively higher that we can roll these doers or cryo-micro-nitrogen storage doers underneath? What about the footprint of technology coming through? We've seen some robots already. It was just an S-ray and they're pushing a dish-making robot. So what does that footprint look like? Is that gonna be the size of a Flowhood? Therefore we need to accommodate. ⁓


    find some space for that. And then obviously, what's the next evolution? Are we going to continue to do invasive ⁓ embryo biopsy? So do we need micro manipulation setups across the laboratory? Or is technology going to beat us where we're doing non-invasive? We're looking at cell-free DNA and culture drops. Therefore, we need to put more of an emphasis on incubator space and maybe larger incubators to accommodate single embryo culture so we can assess that spin culture media.


    Yeah, it's just keeping your fingers on the tab with where the tech's coming up. But I honestly say, priority number one is a good safe space ⁓ for our very dear embryology staff.


    Griffin Jones (47:59)

    Anything you'd add to that, Moises?


    Moises Eilemberg (48:01)

    No, think everything that Tex brought up sounds right on point. The one thing I would maybe add is you asked about how technology and better use of space can help alleviate some of the stress and some of the constraints and challenges that we're facing.


    And I think technology is a huge part of it. In our world, we call it internally here, it's like the, it's a technology paradox because when it comes to doing something like what we do, environmental monitoring, usually more monitoring leads to more alarms and more alarms typically leads to alarm fatigue and alarm fatigue leads to...


    more risk. So you started trying to address risk with technology and you ended up with more risk. And so when I think about the application of technology to alleviate some of these things, think they're going back to where we started partnering with specialized providers that can


    make sure that that technology doesn't add to the burden but instead reduces the workload and the burden is the critical difference here. And I think that probably applies to a lot of the things that Tex mentioned earlier.


    Griffin Jones (49:12)

    What do you guys think will separate the really, really successful IVF labs from the rest of the pack in the next 10 years?


    Tex (49:22)

    think being open to some of new technology coming down the pipeline. A lot of it still needs to be properly validated. The IVF and ART is one of those fields that just constantly evolving. And you don't want to be left in the dust, but you also don't want to adopt a new tech that hasn't proven its worth. I think there's also a more genuine focus on specialized patient care.


    and really treating each patient as an individual patient versus grouping them into our SART age groups, you know. And I think we're going to get to more of a precision offerings within the laboratory and clinically that is more catered to that individual patient as itself. And I think artificial intelligence is really going to allow us to dig through that data that we already have, you know, from


    the millions and thousands of cycles that we've already performed, how can we start identifying where those best practices are and applying them to specialized, personalized care for the patients.


    Griffin Jones (50:19)

    What do you think, while you work with lot of labs, not just IVF labs, what do you think is going to be the standard bearer in the next 10 years?


    Moises Eilemberg (50:28)

    Well, I mean, I think when it comes to what's going to drive the most success right now, it seems like a little bit of a longer term thinking makes a big difference because I think some of the pressures that we were talking about are leading to some short term focus. And I think that's that's risky. I think.


    you know, focusing on the factors that techs brought up, the long-term success of a particular practice, focusing on patient care, making sure that your staff is not overworked and burnt out and overburdened with non-core activities, and really investing for the long-term. I think it's gonna make a difference because any blip,


    as a result of short-term thinking usually has a pretty ⁓ negative outcome.


    Griffin Jones (51:18)

    This episode will probably come out like two months, six weeks, something like that before. As around this point, a lot of the people that are listening now, they've heard, well, Ava Shankman seems to really like XiltriX and Sangita Jindal really liked XiltriX and Steve Katz seems to think that it's a lot better for my insurance and for my legal liability in Texas and why he likes them.


    They sound pretty cool. I've got 900 other things to do. For somebody that's thinking, yeah, maybe I should get in touch with these guys and maybe I should schedule a Zoom or a demo before ASRM or at a bare minimum, find a time to meet with these guys at ASRM. What would you advise to somebody thinking like that, Tex?


    Tex (52:06)

    Do it sooner than later. You know, this is not funny business. mean, you've got to make sure that... And, you know, it's also doing it for your staff, right? Your staff needs to feel comfortable in a good system, you know, and most likely some of them are going to be, you know, having to attend to some of these alarms. So I'd get in touch as soon as possible, start exploring opportunities, you know, really assess your current system.


    and think, wow, this really sucks about this system. I wish this could be improved. And yeah, have a chat with the XiltriX team and see if they've already figured that out. These guys are always been open to suggestions of improvement. And that's been very, very helpful with us, especially as we standardize things across our laboratory and say, hey, can you do this? And can we do a blanket launch across the entire network? And ⁓ that's been amazing. But yeah, I would not sit on it. I would reach out because a failure could happen tomorrow.


    Griffin Jones (52:56)

    Moises, thank you both very much for joining me on the Inside Reproductive Health Podcast.


    Moises Eilemberg (53:01)

    Thank you, Griffin, and thank you, Tex. I learned a lot today. Appreciate it.


    Tex (53:05)

    Same here, my pleasure.

XiltriX North America
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Moises Eilemberg
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Dr. Matthew “Tex” VerMilyea
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259 IVF's Prior Authorization Hell. Dr. Ravi Gada & Manish Chhadua

 
 

What happens when managed care surges in IVF, reimbursements drop, and physicians are expected to do more work for less?

Dr. Ravi Gada and Manish Chhadua are back on the show, and they don’t hold back. Dr. Gada is a partner at one of the largest independently owned practices in the United States and he and Manish co-own and operate a firm called CloudRx, 

In this episode, they dig into:

  • What 70 fertility centers are doing to slash administrative costs from prior authorization chaos

  •  How medication side savings are shifting into the medical services side (and what that means for practices)

  • Changes in the payer market and insurer preferences you need to know about

  • Why Organon and Follistim have gained so much market share in the past 5–7 years

  • Why academic fertility center ratings are shockingly low (and what private practices can learn from that)


  • Dr. Ravi Gada (00:03)

    When insurance gets involved, it's a volume play. You've got to do more cycles for less money and try to make it up in economies of scale. And that just that sheer number of patients that need to go through and in order to keep overhead steady, you've got to figure out how to get the one thing all clinics hate doing is prior authorizations for insurance.

    Griffin Jones (00:35)

    Managed care is going way up in IVF, reimbursements are going down.

    How do you like that? Making less money.

    to do more work.

    you know, didn't like it.

    Ravi and Manish, they're back on the show. late night episode recording.

    Yes, mean, Dr. Ravi Gada and his business partner, Manish Chhadua

    Ravi's also practicing REI.

    and a partner, one of the largest.

    independently owned fertility practices in the country.

    Manish owns and operates 249 other businesses with Ravi

    Today we talk about what 70 fertility centers are doing to decrease their admin costs.

    for this prior authorization hell

    and how they've done that mostly on the medication side up to this point.

    now being asked to help on the med services side.

    They talk about changes in the payer market.

    They talk about changing preferences from insurance providers.

    why they think Organon and Follistim

    might be gaining so much of that market share.

    in the last five or seven years.

    and holy smokes I had no idea that academic fertility centers ratings were so bad

    I'm not trying to offend you if you work for an academic fertility center. There are probably some with really good reviews.

    and I know that it doesn't speak to your clinical care.

    But gosh, I am telling you what we discovered in this sample size.

    of Academic Fertility Centers.

    is very different from a sample of privately owned practices.

    And if it makes you feel bad,

    Ravi has me read.

    his newest one-star review that someone left this morning. In its entirety,

    to Inside Reproductive Health's audience of 300 million people.

    Enjoy this conversation of me hanging out with my buddies.

    Manish Chhadua (02:12)

    The biggest challenge with entrances at fertility centers is it's a growing part of our clinics. There's a lot of paperwork and administrative burden that comes with that. Generally reimbursements are going in the downward direction, but overhead is going up and we're struggling to find that balance to really.

    handling the overhead and the administrative burden that insurance companies and patients that have insurance coverage come with.

    Griffin Jones (02:38)

    Can you tell us how much overhead is going up? Like, it going up a couple percentage points? Is it going up a lot more than that? And over what period of time has this been happening?

    Manish Chhadua (02:50)

    Yeah, I mean, some of it's tied to insurance and the administrative burden there, right? Gosh, I graduated fellowship in 2012. And when I started down here in Texas, we were probably 30 % insurance, 70 % self-pay. Today, Texas is probably closer to a 60%, 65 % insurance state with 30%, 35 % self-pay.

    a dramatic shift in a matter of 12, 13 years. But you have other headwinds as well, Salaries have gone up, inflation has gone up, cost of buying products to service IVF patients. And so in the past, historically, that was adjusted for in the self-paid patients, but increasingly that's not adjusted in the managed care market.

    but they still continue to go up. In fact, the trend is probably in the downward direction in the managed care market for reimbursement.

    Griffin Jones (03:44)

    it's in the downward direction

    Manish Chhadua (03:46)

    I would say stagnant or downward, yeah. Especially if you compare it to the self-pay patients or the cash patients.

    Griffin Jones (03:52)

    So it makes sense that it would be less than them, but why is it, why is it, why is it projecting downward, do you think?

    Manish Chhadua (03:58)

    Well, I mean, and again, on the clinic side, in the IVF laboratory side, you're really down to probably five to seven big payers that really manage a majority of the insurance patients. And with their contract renewals, they come to you and say, here's our reimbursement, formulary, here's our fee schedule. And you're left with take it or leave it. You take it.

    great if you don't or you try to negotiate it, the leverage is no longer in the clinic side. I mean there are certainly MSOs that are getting larger and larger but even despite that they're able to say take it or leave it and you still have 10 other clinics in town that are willing to sign it and take the volume and play the volume game.

    Griffin Jones (04:39)

    And so where you used to if inflation went up or if your cost of labor or supplies went up, used to be able to raise prices because of self-pay patients. And that's no longer the case because you're being reimbursed from insurance and they're reimbursing less.

    Manish Chhadua (04:57)

    Yeah, and listen, this isn't unique to fertility. This is across the entire medical industry at large. And I would say.

    Griffin Jones (05:04)

    But it's been that

    way in the medical field at large for a while. It's relatively new to us.

    Manish Chhadua (05:09)

    And it's just new to us.

    Yeah, it's new to us and we're seeing it firsthand now ⁓ more than we have historically, certainly at all time highs in terms of managed care coverage today.

    Griffin Jones (05:20)

    Manish, the heck are you doing about this? What are you doing to make yourself useful with all this?

    Manish Chhadua (05:25)

    Well, you know, I'm a technologist, right? So what we're trying to do is just create process and efficiencies out of what is basically wastage or loss in the market. you know, one of the biggest components of how insurance companies work and basically the rest of that side of the industry is a lot of labor, a lot of manual hours, basically.

    putting paperwork together, creating justifications for why these more expensive treatments are required. And like he said, IVF is just kind of coming into this where it's becoming more and more of a problem. And obviously, as Ravi alluded to, labor costs are going up in the last five years pretty dramatically. And so what we do is, you know, we decided probably about five years ago, four years ago, to take that problem on head on.

    And basically, as opposed to hundreds of clinics figuring out how to train individual employees to do this work, we thought, well, why don't we just become as much of the experts as efficiently as possible in tackling that, and specifically the drug side of the Preroth process.

    Griffin Jones (06:32)

    What was the waste? You said there was a lot of waste. What was the waste?

    Manish Chhadua (06:35)

    It's mainly time, sitting on the phone with PVMs, going through paperwork, digging through insurance documentation, and then pulling that information from the EMR. The other interesting thing that's kind of part of that ecosystem is that the clinics were having to do a lot of this work. The pharmacies were having to do a lot of this work.

    And ultimately those prescriptions end up going to single source pharmacies. So even the pharmacies that are trying to help out in the clinics that are doing the work, it exists on the drug side and basically they're not going to be able to fill those prescriptions anyways. Well, and on the clinic side, the waste comes from who's doing the prior off at the clinic. I would bet you half of the clinics that we've onboarded at CloudRx is being done, the prior is being done by the nurse.

    and half is being done by the financial team. I mean, imagine a nurse whose job is to do clinical care day to day that's now stuck on the phone or filling out paperwork a third, a quarter of her day dealing with getting a prescription through versus taking care of patients.

    Griffin Jones (07:37)

    So I'm not sure if I'm understanding the challenges you were just describing, Manish. Can you go over that again?

    Manish Chhadua (07:44)

    ⁓ sure. mean, so again, labor, paperwork, know, time on the phone. Basically, there's a lot of this type of information and it follows the 80-20 rule, right? You you have 80 % of these patients that you can probably get through pretty smoothly, but 20 % of these patients basically working with their insurance, the appeals process, getting through all the minutia there really is a time waste.

    at the clinic and definitely not what nurses and physicians and everybody at the clinic are trained to do.

    Griffin Jones (08:17)

    So you see this going on in clinics across the board. There's 500 clinics, maybe all trying to figure it out themselves or a whole lot of different people trying to figure it out themselves. How are you streamlining it?

    Manish Chhadua (08:30)

    Yeah, so that's another, you know, big hurdle, right, for us to tackle. you know, our approach to a lot of that is building out workflows using robotic process automation, using AI where we can, and basically taking that process and trying to dissect it down, right? One clinic operating on, you know, 30, 40 patients a month gets exposure to

    maybe three of this plan, five of this plan, one of this plan. And so there's a lot of diversification, diversity in what that job entails over the course of a month. Whereas for us, now we're doing, you know, 2000 patients a week, 8,000 patients a month. We really do get fairly keenly focused in on, what particular plans need, what exactly we have to submit, how to basically do that efficiently. And for the most part, we try to do that with technology first.

    as kind of the easiest way to scale that process.

    Griffin Jones (09:24)

    And are you doing this for prior auths for IUIs and IVFs and things that are billed on the clinical side or just the meds?

    Manish Chhadua (09:34)

    It's mostly on the medications, right? Long-term, we're looking at doing the medications plus the medical benefits side. But in this first part of kind of launching this company since 2020, it's mostly on the medication side. Now we have a relationship with most of the clinics that we work with and their billers. And so we work kind of hand in hand with them, but they usually get the med off in first. But that's actually something that we just are the

    medical site authorization first, but we're actually just starting in the next probably year or two to start working on the actual procedural authorizations as well.

    Griffin Jones (10:10)

    Someone that I work closely with went through an experience with a center that I know and like a lot, but had a really hard time because she was calling the center and they were telling her to call the PBM, who was telling her to call the pharmacy, and she was just in this triangle and, you know, almost Mr. Cycle, and it was a nightmare for her. She's spending hours doing this. Is this something that would have been prevented with you all?

    Manish Chhadua (10:31)

    Yeah, that's

    Yeah, I prevent it is a too finite word or too infinite word. I'd like to say that we could definitely help. Now, and this is the travesty of this is typically it is the patient that's basically stuck in this whirlwind of trying to get information from their clinic, trying to get the pharmacies to be able to communicate with them, to be able to get this done, as well as working through their insurance. Like I said, we spend hours

    doing this all the time and we know how hard it is to do, imagining that a patient's having to do it one or two times or going through that process on their own, you know, that's just such a sad thought.

    Griffin Jones (11:11)

    You said that maybe you guys are up to 65 70 percent covered in in Dallas right now in Texas isn't even a mandated state so this is just by virtue of really large employers in the Dallas Fort Worth area that are offering These benefits now is it?

    Is it going up as much as it was? Are we going to reach a certain plateau where maybe 20 % are never covered? Are we still seeing the same growth of the PBMs? have they reached a... And I should say the employer benefits managers, are they reaching a plateau? What kind of growth are we seeing?

    Manish Chhadua (11:55)

    Yeah, you know, even in the managed care states, we are seeing them peak out at like 70, 75 % managed care, 25, 30 % is still self-pay, but where we're seeing the growth is the volume, right? So the percentage might stay the same, but as you know, the number of IVF cycles being done every year is going up. Other states that are probably hovering in the 30%, 40%, 50 % ranges are going to get to 70%.

    So there's still gonna be percentage growth across quite a bit states, right? Dallas is easy because it has such a high percentage. Houston also I'm sure is quite similar because we have so many large employers. But you get out into like Alabama, Mississippi, Arkansas, certain states, they're probably sub 50%, but that will grow. But the biggest growth is really just the sheer volume and number of patients. And again, this goes back to the economics.

    when insurance gets involved, it's a volume play. You've got to do more cycles for less money and try to make it up in economies of scale. And that just that sheer number of patients that need to go through and in order to keep overhead steady, you've got to figure out how to get efficient. And we looked at this model five years ago, we thought, can we help clinics get efficient? And I said, the one thing all clinics hate doing is prior authorizations for insurance.

    So

    Why don't we do that? I mean, that's really where the genesis of CloudRx came about. And we said, hey, Manish, listen, I can assure you if we figure out how to solve this problem, we can make patients and clinics very happy. And we've had quite a bit of growth. mean, we have 70 plus clinics on board at CloudRx. Like Manish said, mean, 40,000 plus prescriptions a month are going to CloudRx. So the growth has been phenomenal. In fact, I mean, for a clinic to get...

    signed on with Clouderx, there's a wait list right now because we have to scale ourselves in terms of just getting the number of employees in place. So it becomes economies of scale for us. And we think to Manisha's point, I mean, now we know these plans inside and out versus a clinic who might only see a certain plan every once a week, once every other week, and then they don't realize.

    what drugs are covered, what's not, what's the formula. I mean, there's so many nuances to this process. we thought we, some, you know, someone needs to become a subject matter expert in this and deliver a service at a leaner, a leaner model so that it helps to save time and honestly overhead costs.

    Griffin Jones (14:22)

    employees in place. What's up with that, Manish? What's up with that, Mr. AI? You don't have a digital assistant doing all this stuff right now, scaling this to infinity?

    Manish Chhadua (14:26)

    Thank you.

    You know,

    I don't think the employees, you know, are ever something that we would go without, honestly. I mean, we have really sharp people. There are certain things that still you need to have the double check. You need to have somebody that understands what the patient's going through, understands a little bit more than where AI is today. But, you know, they're...

    There'll be a point in time where most of our employees will be focused primarily on the touch aspects of it, mainly on the final approvals, and the rest of this will get fairly automated. I do believe that.

    Griffin Jones (15:06)

    How far are we away from that? Because I called for my HVAC annual servicing and it was about 30 seconds into it that I'm like, am I talking to a robot? And I'm thinking it would be rude to ask her if she's a robot. So I'm not quite going to ask. And then maybe like a minute in she says, I'm a smart digital assistant. And ⁓ then so that was like, all right, well now I can ask. you a robot? And she said, no, I'm not a

    Manish Chhadua (15:21)

    Ha

    Griffin Jones (15:35)

    I'm a smart digital assistant. But you're not a human. No, I'm not a human. it was like, wasn't, like, there still are some gaps and obviously in fertility you're talking about something more sensitive than HVAC, but the point is just the competence of that technology. It was not the old credit card phone tree, you know what I mean? Where it's like,

    Manish Chhadua (15:37)

    There you go.

    Griffin Jones (15:55)

    I'm sorry, I didn't quite get that. Five, four, three. It's not like that anymore. It's actually a competent system. Where it wasn't competent is integrating it with the rest of their workforce because then I got a call from a human to confirm everything and well, that totally negates the point. But I was pretty impressed. How close are we to that in the fertility space?

    Manish Chhadua (16:19)

    And I think we talked about this a little bit more about how fast these things are happening. What we see as consumers or as people in industry, and we see AI moving really fast even in just what we're interacting, under the cloak or under the table and basically everywhere else where we don't see what's going on, it is moving at a lightning speed pace.

    I don't think people realize it. It's not quite there yet, just like you were alluding to. We can still kind of tell, but I can almost assure you we're not very far off from not being able to tell the difference. And basically getting to the point where now these bots that you're talking to are actually talking to bots that you put in play to do different things and knock out different tasks for you. So we'll have bots talking to bots.

    Griffin Jones (17:07)

    Yeah, the insurance bots will be talking to your bots, right?

    Manish Chhadua (17:10)

    Yeah. Well, and I would tell you, right, so if you dissect out

    healthcare in general, investigation of benefits, looking up what someone's coverage is, looking up their deductible, almost all of that is automated in-house now, not just for us, for other hub services, other companies, but getting a prior authorization done for IVF is still a very manual process.

    requires a lot of phone calls and looking into a plan. You can't just log into a portal for most insurance companies and understand it. It's on the side of the insurance company. mean, you can have certain ones like ⁓ Optum actually has a portal that is a lot easier to look up what benefit it is, but then others have no codes for ICSI, for PGT, for Cryo, for all the different.

    Griffin Jones (17:38)

    Why is it so manual?

    Manish Chhadua (17:56)

    Codes that are required for IVF that you end up having to call a plan and talk to some

    Griffin Jones (18:00)

    Do you think that this will help the employer benefits management companies, like the fertility benefit carve out companies, because they have codes for all that stuff, right? Like Progeny's got codes for all of those fertility specific things where some of the traditional insurance carriers might not, right?

    Manish Chhadua (18:19)

    Yeah, I mean, they both have the codes. do think that the fertility benefit managers, whether Maven, Progeny, Kind Body, Carrot, know, the big four probably in our space, they have figured out a way to help streamline that to a certain degree. So there is some benefit there. The question will be as they continue to grow, still the traditional PBM and insurance companies are also growing at the same pace. So I don't know that they're going to replace

    all of the traditional models that going that are out there.

    Griffin Jones (18:48)

    Now somebody was asking me this question recently and I could only speculate.

    And so I thought maybe they'll continue to grow for those reasons. But I also wonder if we actually do get a federal mandate or we do see a much, much higher volume of IVF. Will the insurance companies, the traditional people, the United, the Blue Cross, the Atenas, will they start to want to try to get some of the

    market share back from those carve outs.

    Manish Chhadua (19:19)

    Yeah, it's entirely possible, but I think what we're seeing right now is more so that they try to partner with the carve-outs because, and I do think, you know, these carve-outs are doing a much better job than even those insurance companies feel like they can do themselves right now. And fertility is such a unique space with different needs, different demands that, you know, even then, you know, we talked about this, you know, there's plenty of other pharmacy hubs that do this kind of work in other disease states, but it's so unique that

    basically it requires someone with fertility focus to really do it right. But I think actually I think it's the opposite. I think as it scales, I mean you follow the money, they're going to see what they're giving up and they're going to ask to bring it back in house. Definitely quite possible.

    Griffin Jones (20:02)

    We have point counterpoint with the cousins here. Where do you think, all right, Manish, let's pretend that Ravi's wrong because I like pretending that Ravi's wrong and that you're right on this and that they're gonna continue to partner with the carve-outs. Do you think that it will be like one...

    Manish Chhadua (20:05)

    Yeah.

    Thank you.

    Griffin Jones (20:21)

    insurance company treated like like United goes with progeny for example and Blue Cross goes with Maven. Do you think it will like it'll be exclusive deals like that or they'll each work with each other?

    Manish Chhadua (20:33)

    Can I just point,

    before Manish answers, can I just point in order for me to be wrong, we have to pretend. I just like that. I'm gonna record this bit. ⁓ You know, I think, you know, and again, this is not a formal opinion, but you know, at the point in time when a lot of the carve-outs were growing and this was kind of a few years back, it was like there was maybe 20 of these out there in the market.

    Griffin Jones (20:40)

    Ha ha ha ha

    Manish Chhadua (20:59)

    I remember seeing job postings for employees to apply for XYZ employer's job, and they would list the fertility benefits that they provide in the job posting. And so the reason why I think that this might persist, and again, this is not a formal opinion, is that so long as employers are trying to recruit top talent and employers have to say so,

    of how exactly they market or build this product of recruiting top talent, they're gonna basically try to differentiate themselves by saying, hey, we have access to the XYZ carve out benefit as opposed to a traditional benefit. And I think that'll persist for a little bit longer. You can't argue with the money argument, I don't think, because I do think that that's a pretty big factor. So there you have it.

    Griffin Jones (21:48)

    You heard it here on Inside Reproductive Health, Manish's official unabashed, unapologetic, certified opinion. Do all the insurance companies cover the same drugs or do some companies cover other drugs? How does that work?

    Manish Chhadua (21:50)

    you

    Well, most of them have a formulary. So they cover IVF drugs as an umbrella, but they have a formulary, which is essentially a preference or to a certain degree, you could even say a mandate that it needs to be one drug or another. example, Follistim is on formulary for United Healthcare or Optomrx. So if you're a patient who has United Optomrx and that's your

    That's who your employer has chosen for their insurance company. It's Falisten. Aetna and CVS Caremark is also Falisten. So a lot of employees that are in that have to use Falisten. Men appear a little bit different. They're usually on most plans. Avadril HCG triggers, it depends. Interestingly, that you asked that question recently, CVS Caremark changed their formulary from

    Avadril to HCG and so even your trigger shot can be determined, but it's usually a GonaLef or Falastin formulary at the top, but as you get further down into the other drugs, it just depends.

    Griffin Jones (23:07)

    I know that faring makes men a pure I know that the way I remember Falisdem versus gonna laugh is EMD Serrano you think of the letters gonna laugh Oregon on one brand name Falisdem one brand name. That's how I remember who makes Avidrill and ACG triggers

    Manish Chhadua (23:23)

    So Avadril is made at EMD and then Pregnil, which is the HCG is made at Organon. Navaril is another HCG it's made at Faring. So it's still the same three drug manufacturers for those. Then antagonist, which are like Ganarellix, Cetrotide, those are made at Organon makes Ganarellix, EMD makes Cetrotide. Some generics have come into the market. So, but mostly you're still

    dealing with the three major fertility manufacturers in the United States make up 80, 90 % of the IVF drugs.

    Griffin Jones (23:58)

    So those insurance companies have a, what did you say? It's basically a mandate, but what do they call it? So is a formulary just a euphemism for a mandate, or is it sometimes not a mandate?

    Manish Chhadua (24:04)

    Formulary.

    Well, it's a euphemism because when it's on formulary, something may cost $100. You can get the non formulary, but it's going to cost you $1,000. it's essentially you have options, the second option too is a magnitude higher in price.

    Griffin Jones (24:28)

    So some of these insurance companies have a strong preference for follow-stem. Has that always been the case?

    Manish Chhadua (24:33)

    Um, it, it, you know, it kind of goes up and down. It's interesting. would say if you go back eight, seven years ago, it was maybe a more of a gone a left heavy market. If you look at today, uh, I think the market has shifted and, it's probably leaning fallast in, um, they've had some big wins in the last five years with a couple of major, um,

    So it's probably now leaning Organon-fallastin, but they're close.

    Griffin Jones (25:02)

    why do you think organ has had the i'm probably asking you speculate why you think they've had those big wins in the last five or seven years

    Manish Chhadua (25:10)

    You know, it's a variety of things. I mean, it's hard to really pinpoint, but I mean, they do, you know, with a lot of different things, they've been a lot more present in the market. They've been a lot more aggressive with winning plans back. think, you know, they realized that the managed care market helps out in the self-pay market as well. So just ⁓ maybe a little bit different tact, a little bit different level of aggression in trying to those plans over. You know, the other one is

    it wasn't always organ on, don't know, Griff, if you remember, but probably when did that change? Three, four years ago. I think four or five maybe, but it used to be under Merck. Yeah. So it used to be under Merck, but even before that it was organ on. it went from organ on, then it went to Merck. Merck really grew with a product called Keytruda. It's an oncology drug and their oncology and vaccine divisions exploded. mean, they were so

    Griffin Jones (25:40)

    Six or eight years ago. No, I was longer than that

    Manish Chhadua (26:01)

    ultimately, let's call it in the last five years, they spun off Fertility and Women's Health to a new company. That new company, they could pick the name and choose whatever they wanted to. The nostalgia from when Organon was around, and this was probably even before my fellowship, was high on the list. So when it came back out, it came back as Organon. And it's very much a women's

    it's one of the largest, if not the largest women's health pharmaceutical company globally. And so I think spinning that off, making Organon a women's health pharmaceutical company on its own standalone separate from Merck also plays some role in it, to what extent, I don't know.

    Griffin Jones (26:40)

    Well, is that like the rule of the rule of business of do a couple things really, really well, as opposed to trying to do everything that they're in the one space so they can focus on.

    Manish Chhadua (26:51)

    I think so. Yeah, I mean,

    it makes sense, right? It makes sense to the three of us, at least.

    Griffin Jones (26:55)

    It makes sense to the three of

    us. That's our story. That's it. No further explanation needed. Are all clinics struggling with the same things that you guys are seeing? Are they all having the same challenges? Or do you notice that some clinics really have this challenge and other ones really have a different one?

    Manish Chhadua (26:59)

    You

    No, I think it's the same. know, I've gone to a handful of these advisory boards and this and that, and you get, it's fun because you get into a room with doctors and nurses and administrators from all over the country and everyone starts talking. And I think the three, four things that percolate up to the top is insurance managed care, you know, dealing with that. HR has a huge problem in clinics and maintaining staff and just

    all the things that come with HR, and then cost and overhead. mean, these really are almost universal. Obviously, everybody has their own little things here and there, but if you really ask everybody sit in a room and keep talking about it, it does come down back to these handful of things.

    Griffin Jones (27:56)

    Some people, do some people see the urgency more than others though? Do you think everyone understands that we're moving to a much higher volume field of medicine and that managed care is going to take up a much larger piece of their business than it is now?

    Manish Chhadua (28:12)

    I think two, three years ago, I don't know if people really, where they stood on it, I think today. Yeah, I think it's pretty prevalent. I think efficiency is the name of the game, optimizing your workflows, basically figuring out how to train staff faster, making them more efficient. think there's a handful of clinics that are maybe in their sunset phase that are just like, I'm going to ride it out and see where it goes. But I think for the most part, all of them are.

    fairly active. The NSOs especially, know, name of the game is efficiency. Yeah, the big networks definitely understand this, right? You look at Pinnacle, Prelude, First for Time, and these guys are really pushing the growth model, which is, I think, helpful to really service the number of patients that are in this space. And interestingly, those, some of those large, large networks are

    some of the first people to sign up for CloudRx because they realize they've got to become more efficient. So we service a lot of MSOs.

    Griffin Jones (29:10)

    Yeah, for them, and I wonder if that's skewing your view a little bit, Manish. Like, what about those independent wahoos out there, like Dallas Fort Worth Fertility Associates?

    Manish Chhadua (29:21)

    Who are they? They're

    not allowed on side RX actually. Yeah. ⁓

    Griffin Jones (29:25)

    Look them up on Yahoo!

    But our

    independent groups because I've been interviewing a couple recently and And and I do like that everyone doesn't have the same focus on efficiency But some of them I worry like you don't have it. You're not paranoid enough for me, man Like you're not you're not focused enough Quite enough on the efficiency and I like that it they're not looking at it as numbers that they have to hit or quotas but I just worry that they'll get

    that steam rolled if there's a big jump in managed care in their area. what do you think? So obviously the MSOs, they're really hyper-focused on this efficiency. What about independent practices? And what about the university systems?

    Manish Chhadua (30:12)

    I mean, I know I'm probably closer to that, the individual clinics, like all things, I think it's a very heterogeneic population. Some clinics are still getting more more efficient scaling. Others are kind of like Manish said, might be like in a phase where they're trying to finish out their 10 year career. Academics is where it really gets interesting. And I think that the...

    clinicians and ⁓ nurses and embryologists that practice in the university settings are isolated from it because they have a huge team of coders in terms of billing coders and as well as software coders running in the background. Some of them that are kind of privademic might know it, but like the ones that are purely academic, I don't know that they're doing a whole lot of these processes that are happening in the background and

    those, it just kind of almost happens magically. Now they probably get stuck in the nuance of it's not approved, patient can't go forward. Okay, fine, call the billing office and then come back to us. That's probably one of the beauties of being practicing in academic medicine is maybe you don't have to deal with that as much and you've got an army of people, but certainly the finance team.

    Griffin Jones (31:22)

    But the patient still

    does, though.

    Manish Chhadua (31:24)

    The patient's still 100%. The patient still does the finance. People in the background still see it. And the patient gets caught up in that. We have had a little bit of a hard time onboarding academic university centers at cloud for these services. Interestingly, I think there's a benefit for all kinds of clinics for this, but the red tape in just contracting and outsourcing certain parts of their ecosystem is very hard. So

    of all the clinics that we've onboarded and the numbers that I've shared with you before, very little is actually in the academic university setting. So they're still doing a lot of this on their own. Well, and just one other thing to kind of touch on the earlier question is, we do this every day. I can't imagine a nurse or a clinical staff that would volunteer to want to do this job every day. So from that point of view,

    You know, some people are just change averse possibly. But again, it's not something anybody I think is volunteering to do outside of us.

    Griffin Jones (32:22)

    I can't believe I've

    never done a little analysis on this before, but just in the last 20 seconds, I pulled up six different academic fertility centers. I'm not sharing my screen and I'm not going to. They're horrendous. These are good programs. These are the programs that everyone would know. I'm Googling University Plus Fertility

    Manish Chhadua (32:38)

    Ha

    Griffin Jones (32:45)

    So I'm getting the fertility centers Google my business listing, not the entire system. are,

    Manish Chhadua (32:53)

    What's horrendous? What are you saying is horrendous?

    Griffin Jones (32:55)

    like

    threes, 2.9, 3., yes, yeah, their overall rating. And not from small sample sizes either, but sample sizes of 50, 100, 150, that you could, that just, don't, I never see that. I shouldn't say never. I seldom see that in private practice. And if I were to click on those, I bet you, I bet you a lot of it is about billing stuff.

    Manish Chhadua (32:58)

    the reviews, the reviews, the reviews. I got it. Understood.

    Well, it's just a-

    Well, it just shows you how useless Google review ratings are because I mean, I'm sure these centers are excellent and it's just, you know, this is the problem with the Internet.

    Griffin Jones (33:30)

    we well

    You can see how useless reviews are because you have really good ones, Ravi. So obviously something's not working out. No, they're not useless though, because people aren't reviewing clinical outcomes. Online reviews, feedback, patient experience is not SART data. It is something apart or overlapping, but it is people's overall respective of their

    Manish Chhadua (33:35)

    Exactly.

    Griffin Jones (33:56)

    perspective of their entire experience at that fertility clinic and they don't like it. the redeeming quality for them is the clinical team, right? Like when you see good things, they're talking about the nurses, they're talking about the doctors, but these things...

    that people are giving them one star reviews on are like, they don't answer the phone. I got this bill, nobody explained. Yes, correct. But I...

    Manish Chhadua (34:20)

    It's their experience, obviously not their pregnancy rates.

    This is interesting to see this

    debate from this point. We're gonna get sidetracked here for a minute, but I want you to Google the South Lake location and Go and click on the newest review it came in at 330 this morning 330 a.m

    Griffin Jones (34:45)

    South Lake office Dallas Fort Worth fertility. Let me make sure that I get the right listing. OK. 71 Google reviews and clicking on I'm clicking on newest this clinic. This clinic is busy. But yeah, that was all right.

    Manish Chhadua (34:51)

    This is my problem with the internet.

    newest.

    You can read it out loud.

    No, no, okay, go to the next one. That was a five star. Go to the next, sorry, the

    one after it.

    Griffin Jones (35:09)

    My private medical is the one star. My private medical info is being given to a complete stranger who used my name on a different email server. I am not getting any of the emails about what I am supposed to do in preparation for egg freezing, which means an enemy of mine is potentially attempting to sabotage my opportunity.

    Manish Chhadua (35:30)

    An enemy is...

    Griffin Jones (35:36)

    Biological children of my own, that's incredibly evil, jeopardizing me potentially being the mother of my own biological child. You're a monster,

    Manish Chhadua (35:44)

    An enemy has stolen my email and is sabotaging it and therefore we are clinic out at one star I'm like just good you can't rate the enemy anyways

    Griffin Jones (35:51)

    Yes.

    So if your point is that there are sometimes frivolous reviews, yes, you cannot take the credibility of any one review at face value, but you have a 4.7 rating overall. So this one star review of someone taking their cybersecurity issues out on you, which is great, is not supported by

    the body of evidence of other reviews. We've already established that the fact that you have a 4.7 means that it isn't valid.

    Manish Chhadua (36:32)

    It's just amazing. Grip,

    I hope you're impressed that Ravi knows his reviews were Yeah, look at that. knew exactly what the last two reviews came in at. That's how little value he thinks Because it pisses me off when people write these things.

    Griffin Jones (36:40)

    See? That's...

    except for when it's amusing, right? ⁓

    Manish Chhadua (36:49)

    Right. But

    anyways, you're so, hey, listen, that bodes well for us, right? Because we want people to get good ratings and we want good experience at the patient level and at the clinic level, which is why a system like CloudRx to help really get these patients through and an insurance and not getting your prescriptions on time is where the frustrations come in. So.

    mean, it's a great segue back into this whole thing about prior authorizations. And so I think it's partly why we've had a lot of success. think it's why, honestly, the process is very onerous. We had a former nurse that is a nurse at OptumRx, and she didn't know that we were part of CloudRx. And at some point, we were talking on a weekend about CloudRx.

    And she was like, that's, that's you guys. That's you in Manish. And I said, yeah, I mean, we're yes. That's a lot of that is from a company that. And, ⁓ she told me she thinks 20 % of all phone calls that the fertility division takes at OptumRx is from CloudRx calling them 20 % of all of OptumRx fertility division. She's like, they receive more calls from you than anybody else by far.

    Griffin Jones (37:43)

    Yes, we own 30 businesses and that's one of them.

    Manish Chhadua (38:04)

    And partly that's because of how arduous the process is, the phone calls, but also they know us pretty well at every single one of these insurance companies now. I mean, we can't really be ignored. And therefore, when we call, we have now account managers, we know we have relationships there. We can find out why have you not gotten this through? What do we need to send you? I mean, it's a friendly relationship, but it's also everybody on that end is trying pretty hard to get these things through to you as well. don't really.

    At an individual level, they're not really trying to delay the prescription, but it is so time sensitive because you get your menstrual cycle start date and all of a a lot of things have to happen and one of those is getting your medications on time. And so, you know, that's the advantage of having a company that's niche is to try to get this through fast.

    Griffin Jones (38:53)

    So are you taking it? You said you got a waiting list. Can fertility centers still work with you or are you making them sweat?

    Manish Chhadua (39:00)

    No, no, we're signing up clinics. There's a process. I mean, it's not, you know, I wish it was just as easy to sign people up. So there's a process. There's an onboarding process. There's a lot of agreements, legal documents, because we're talking about patient information, patient files, as you know, BAA agreements, that you name it. So there's a whole process that when you decide, hey, we want to, we want to join and use CloudRx services, then we have to go through all the paperwork that needs to happen.

    probably a two month onboarding process to get a clinic primed and ready. And for us, because it is not fully automated, it's not all robotics, we have to hire employees for those roles, right? We can't just bring on a clinic, especially a large volume clinic, a thousand retrievals a year type of clinic without really getting on, ⁓ helping grow on our end too to accommodate that. So.

    We're certainly taking on clinics and we try to scale that and grow as fast as we can. mean, the wildest, craziest things are November, December, January, it turns into a little bit of a nightmare because December flipped to January when most plans change over for clinics, they'll all tell you, I mean, it's the highest burden month because everybody's got a new insurance plan, a new carrier, a new formulary, new design benefit.

    And so at CloudRx, I mean, have a role we really won't onboard and scale in November, December, simply to brace for January, January into February. And then you're back into kind of a normal cadence again. So there's a lot of nuances for that. But no, our goal is to continue growing. I mean, you look at the growth trajectory, it's been on a rocket ship the last probably two years. And we have people calling on offices explaining what services we offer.

    ⁓ you know, jumping on the pod like this, making sure people know that there's a service like this that's out there. And just, you know, but if there's a clinic that you want, you have in mind, we'll let them jump to the front of the line.

    Griffin Jones (40:53)

    Especially if they've got a 2.9 Google rating. They get to jump to their need of help stat. Before we sign off on this, you guys are my early adopters. What's new in your tech stack, like your personal tech stack? What are you using now that you weren't three or six months ago?

    Manish Chhadua (41:14)

    Well, I mean, listen, it's a, for me, it's pretty much a rolling ball. mean, we're constantly adopting a lot of new tech. I could tell you that a good 80, 85 % of all the code that's being built at Rheon and CloudRx is all through AI. And, you know, we just adopted Copilot as part of that solution. And it's really is amazing how fast it can move and what all it can do.

    basically how clean the code is afterwards. mean, it's geeking out a little bit, but fairly impressive. On my side, it's interesting ambient listening. I mean, we're getting better and better at having these ambient listening devices and recording meetings, minutes, but even I'm starting to try to play with this in the clinic side. so ambient listening devices are

    are really, I think, also going to be quite important. And they really do help you keep track of the action items that are needed during consultation or meetings. So I think that's also something that we'll see a lot of over the next 12 months.

    Griffin Jones (42:15)

    For personal use, what's each of your favorite LLM right now?

    Manish Chhadua (42:19)

    I'm still, mean, there's a risk factor for a lot of LLMs that are out there. So we stick to mainstream right now. So, I mean, we're still on chat GBT for the most part. Chat GBT also, have you heard of notebook? What's it called? Notebook AI from Google. Notebook AI from Google. It's a podcast.

    Griffin Jones (42:36)

    now use is

    clod no no

    Manish Chhadua (42:39)

    No, it's a podcast. You can upload four or five PowerPoint presentations, two, three articles, a couple of websites, and two people will come on and create a 30 minute podcast completely like voice inflections, everything. You should check it out. It's pretty cool.

    Griffin Jones (42:55)

    Well, there goes my career. It's down the toilet. so when it is when it when that does happen, though, then all of my episodes would just be hanging out with you guys because nobody will pay to do that. So I'm looking forward to it because it's always a blast having you guys back on. Maneesh, Ravi, thanks for coming back on the program.

    Manish Chhadua (42:57)

    Yeah.

    Yeah.

    Yeah, thanks for having us. Thanks a lot. Love listening to the show. take care, bye.

Manish Chhadua
LinkedIn

Dr. Ravi Gada
LinkedIn


258 Not In It For the Golden Parachute. 5 REIs, 5 Career Stages.

 
 

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.


From a founding partner about to retire, to an associate just out of fellowship, all five REIs at Carolina Conceptions sat down to share their takes on staying private, staying aligned, and staying real.

Carolina Conceptions invited us in, and we talked real talk about:

  • The golden parachute of private equity (and why they’ve resisted it)

  • The tension between high-touch care and the operational demands of growth

  • How they’re navigating succession, new tech, and alignment across multiple generations of REIs


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You deserve to know, and we’ll help you. MidCap Advisors represents fertility clinics and other fertility companies when they sell their businesses. Our expertise includes,

  • Over $4 Billion in transactions closed

  • Understand cycle volumes, lab partnerships, and payer mix impact on valuations

  • Expertise spans single-location sales to multi-state network acquisitions

  • Perfect fit for founders facing growth, exit, or partnership decisions

  • We speak your language because our team worked in the fertility

No retainer fee. No consulting fee.

We only get paid if you sell your business. Our job is to be your trusted advisors and help you, even if it’s not quite time to sell.

Talk To Advisor
  • Griffin Jones (00:02)

    Okay, here we go. My first five guests podcast. Let's see if I can do this. Dr. Bowling, Dr. Schointuch Dr. Johnson, Dr. Park, Dr. Meyer, Meaghan, Monica, Lauren, John, Bill, welcome to the Inside Reproductive Health podcast.


    Dr. Lauren Johnson (00:18)

    Thank you for having us.


    Dr. Bill Meyer (00:18)

    Thank you.


    Dr. Monica Schointuch (00:19)

    Thank


    Dr. Meaghan Bowling (00:19)

    Yeah, thank


    Dr. Monica Schointuch (00:19)

    you.


    Dr. Meaghan Bowling (00:20)

    you.


    Dr. John Park (00:20)

    Thank


    you, Griffin.


    Griffin Jones (00:21)

    This isn't how it happened, but John, this is how I'm going to tell people that it happened, that I invited you on the show and you said, no way, Jones, it's all five of us or it's none of us. That's how I'm going to tell people that it happened. But I actually do think that it is interesting that I invited you and Bill on because I'm a little bit more familiar with you two. And you said, well, what about the rest of our group? And I think that speaks to something. Why was that important to you?


    Dr. John Park (00:52)

    we're definitely a team here. also with this particular topic that you wanted to cover, I felt like we all had something to contribute here. ⁓ Out of the five of us, ⁓ Bill and I have been here the longest, but we have people at various stages of their career. And so just felt like this episode could be a lot more interesting to get all five of our inputs on the topic.


    Griffin Jones (01:22)

    That topic being, I've got a pulse on independent practices, or I always try to keep a pulse on independent practices, and I think that the future is, there's multiple avenues of where fertility practices might go. For you all, where do you want your practice to go? When you sit together, how do you articulate what you want?


    the vision to be and then how do you all align around it?


    Dr. Bill Meyer (02:02)

    You didn't think that any of us would not talk, right?


    Griffin Jones (02:04)

    ⁓ This is like the default.


    Dr. Bill Meyer (02:08)

    I mean, really don't,


    we don't that we, you know, honestly, most of the time, we don't sit around and talk about which way we want the practice to go. We just kind of deal with, you know, daily and weekly problems, I think. I think uniformly, we've all this, the partners have at least discussed private equity and venture capital takeovers before, but we really, you know, in the past, we were interested in a couple of times. And I think


    the junior partners look towards the senior partners because we've dealt with that in the past. And I think everybody's impression is about the same. So.


    Griffin Jones (02:46)

    Which is what?


    What's that impression?


    Dr. Bill Meyer (02:49)

    Right now we're comfortable staying independent.


    Griffin Jones (02:53)

    Is there a tension between the senior partners and the junior partners? Because what it seems to me is that it's a different value proposition depending on what stage of your career that you're in. And so it might be really good for you, might be, that could be the golden parachute. Why also look at the junior partners as opposed to


    looking out to what might be in your best interest.


    Dr. Bill Meyer (03:26)

    Yeah, well I think it's the reason why we all are talking about myself since I'm the senior partner went into this initially anyway. It wasn't really for the golden parachute. It was, you know, take care of patients live comfortably and you know, kind of be your own boss. And, you know, as of a couple years ago, we were approached in by, you know, venture capitalists again and an outside group. And I think it's a


    I discussed it with the junior partners. Hey, do we want to go any further with this? And some of the other doctors here tonight will kind of talk about that a little bit. you know, I think from everybody, anytime we have been approached before, I think we've all gone out and talked to other members, other people that we trust, fellows we trained with either or worked with in academics or when we were in a fellowship. And I think the experiences of those folks, even if it was a golden parachute,


    ⁓ The way the practices were left was not something that I would want to leave a practice with. I think we all have kind of a reputation to kind of leave behind us. And I think in a lot of these golden parachute cases, the physicians who stay behind are not necessarily the ⁓ happiest in their position.


    you know, taking a golden parachute, you still have to work with people, you still have to take care of patients and you still have your reputation. So I think that and based on the experience of other practices, the reason that we never went that


    Griffin Jones (05:09)

    I want to come back to that thought about the Golden Parachute and ⁓ physicians not always being the happiest. But who's the newest to this crew? that you, Monica? How long have you been with the group?


    Dr. Monica Schointuch (05:22)

    What mean?


    It'll be two years in September.


    Griffin Jones (05:27)

    Why did you decide to join this crew?


    Dr. Monica Schointuch (05:30)

    Yeah, well, for one thing, the people, right? I think that's pretty self-explanatory. Once you meet them, they're a great crew. It just felt like an excellent fit. They're all amazing doctors. And for me, when I was looking for practice, the big pieces of the puzzle, if you will, that I looked at were really just pregnancy rates, because I knew I wanted a place with a great lab where I would have success in getting my patients pregnant. And so that was important to me.


    the reputation of the practice was really important to me. And Carolina Conceptions is like a very well established practice in Raleigh. And it's like one of the largest, ⁓ not to mention the physicians who have currently worked there because I would need to see them daily. And they have very much so become my mentors and has helped me ⁓ grow as a physician, which is excellent. And then the other piece of that puzzle, which I think speaks a lot to that portion of like


    private equity versus being privately owned is like the ability to like truly feel like I can care for my patients and provide individualized care and like protocols that I think that would be best for that patient and not necessarily fall into like a templated or like routine type of treatment. But.


    Griffin Jones (06:47)

    So would that put you at fellowship class of 22 or 23? I don't know if you all downloaded our fellowship placement list of 24, but do you all know how many fellows from last year's class went to work for independently owned practices of the 60 or so fellows? I think there were 60 fellows. Seven, seven of the 60. So I...


    Dr. Monica Schointuch (06:51)

    23.


    probably very few.


    Griffin Jones (07:16)

    We didn't do that in 2020. We'll do it going forward. We didn't do it in 2023. I'll assume for the sake of this conversation that it was a similar number. Why did you choose to be an outlier though? mean, I get the benefits that you saw in this group. But it seems like the the so many fellows are saying yeah, but and they're choosing to go work for private equity back networks. What


    made you decide to go in a different direction.


    Dr. Monica Schointuch (07:48)

    Yeah, so I forget what conference it was, but they were talking about your first position that you take out of fellowship and the likelihood that you actually stay with the practice that you sign with. And I think at that point, the rate was like 50 % of people or so will leave the first practice that they sign with and go elsewhere. And honestly, like I'm very much a homebody and I knew that I wanted to sign with a practice that I would get to stay with like forever, hopefully, right? Knock on wood, I know I'm not a partner yet.


    But I was just like truly looking for that 50 % or like my forever. And so I think as a fellow, when you step out, you look for comfort, right? Like where am I going to be most successful and be able to like out see my career out? And I could see how sometimes private equity, especially since there's like in lots of locations, and that may play role as well, how that might be an easier choice because there is some stability in that.


    However, for us, it's just such a different context comparative to other ⁓ privately owned, physician owned clinics. I don't think it's really common to have five docs. I don't think it's very common to have such a well established practice that does so well even with pregnancy rates and success rates. And we also have four different offices. We're not a small group. And so I truly.


    when I interviewed here after meeting the docs and seeing how big the practice is, I felt that same comfort that I think you would get when interviewing with a private equity company. So to me, that longevity, if you will, of the job was there. And so it made that decision much easier. Of course, there's differences as well as you continue through that partnership track. That looks very different regardless of where you are or where you sign.


    which Dr. Park was very helpful in describing when I was joining, because you don't learn that much about that in fellowship. But I think, you know, knowing that I was joining a practice that was solid, that had been here for years, that had that longevity and that high pregnancy rate is like the perfect mix to make me feel comfortable enough to make that jump.


    Griffin Jones (10:03)

    It's not common to have an independently owned practice with five REIs anymore. It used to be common. They all got bought up for those golden parachute reasons. So you're still in the associate role. Bill and John, senior partners. Monica, Lauren, you the, sorry, Meaghan and Lauren, are you the junior partners? Are you both partners at this point?


    Dr. Lauren Johnson (10:06)

    Thank


    Dr. Meaghan Bowling (10:30)

    partner yeah and Dr. Johnson.


    Dr. Lauren Johnson (10:33)

    and I


    am planning to be a partner in ⁓ 2026.


    Griffin Jones (10:39)

    All right, so let's talk about that for a second, Lauren, because I met you a few years back at an ASRM roundtable. And I don't even remember what topic I had, but I do remember that you were with a practice at that time. I think it was, ⁓ think everybody knows the IntegraMed story. And then everybody that worked for any IntegraMed practice was faced with, well, what do I do now?


    Dr. Lauren Johnson (11:01)

    Mm-hmm.


    Griffin Jones (11:08)

    many of those folks decided to go independent, many of them decided to go for networks. That would have been the opportunity for you to say, okay, I'm gonna go for a network. I do remember something, just something that you were a little bit more forward thinking than I think I see many associates being of like, yeah, but somebody else could still come in and buy this thing. And


    is, you know, somebody else could come in and swoop in, you were a little bit cautious about that or not. Maybe cautious isn't the right word, but thoughtful. Can you tell me about your thought process at that time?


    Dr. Lauren Johnson (11:47)

    Yeah, I think when we met, I was still ⁓ with an integral med practice and really getting introduced to ⁓ kind of what the concept of partnership ⁓ looks like when you're part of a private equity group. I think at that time, I was still kind of wrapping my head around it. ⁓ It was not something I got any education about in fellowship. ⁓ I'm just very honest going into private practice, really


    didn't understand it, didn't know a whole lot about it. ⁓ And I think kind of the more I learned about it, ⁓ I definitely had, I think caution is a really appropriate word to use there. ⁓ It was, again, not necessarily what I expected. What my understanding of a private practice was is what I have now, right? That the physicians own the practice and when you get to be a partner,


    buy into the practice and you own equity in the practice. And I assumed that that's how many private practices worked. ⁓ I was exploring that, I guess, at that time of what does it really mean to be a partner in a practice that's partnered with private equity?


    Griffin Jones (13:09)

    What type of answer did you come to? What does it mean in the alternatives that you chose not to pursue?


    Dr. Lauren Johnson (13:12)

    Yeah.


    Yeah, I mean, ⁓ I'm certainly not an expert in this area. I feel like ⁓ there are a lot of answers to that question. And I feel like I've heard of different models for that. ⁓ There are certainly models ⁓ where being a partner essentially is access to ⁓ a revenue stream of the company, but not necessarily ownership ⁓ of the company or the assets or any part of that. So that's that, you


    That concept was new to me at that point, but it's part of a partnership model, I think, in some private equity-backed practices.


    Griffin Jones (13:58)

    Meaghan, you're in such an interesting position in my view. You've got two senior partners, you own equity, two young docs in the pipeline, hopefully coming up right behind you. What do you want out of this?


    Dr. Meaghan Bowling (14:04)

    You


    Yeah, I'm like the middle child here or something. ⁓ I mean, I've seen it from both sides. I think when I started here, I always had it in the back of my mind, feeling like a little bit of nerves. Like, what if they sell the practice before I make partner? And so I think that can be a fear of a lot of kind of lower level associates in these practices. ⁓


    But I think part of the great thing about our practice is that we are a team and part of the reason I joined this group is to have ⁓ this amazing group of doctors that I work with and we are like.


    We are an amazing clinic here in North Carolina and that kind of power and success that we have from being one of the top clinics in our state just feels really good from a success standpoint to be surrounded by other doctors who care as much as I do about being the best every day. so.


    So you start to kind of lose a little bit of that fear. And then it's amazing when you become partner and you feel like, wow, I've got this kind of security now. But the other thing I see is that I'm really excited for Dr. Showentuck and Dr. Johnson to kind of join us as they come through. I think what it shows is the longevity of our practice that, you know, Dr. Meyer.


    has started this amazing group and Dr. Park has built it up so much and that's what we all want to continue to do. ⁓ And so I'm excited to have the experience with the older partners and see myself as growing and becoming one of the older partners with some of the other doctors who really aren't that much younger than me.


    Dr. Lauren Johnson (16:10)

    haha


    Griffin Jones (16:10)

    I


    like how you made that, you wanted to say that the younger partners aren't that much younger than you, as opposed to saying the older partners aren't that much older than you. I'm gonna do a sponsorship read right now, ⁓ do the sponsorship read twice during the episode. So Caleb will edit this part out. Normally I'm like a 20 year old YouTuber now, I'm so good at.


    Dr. Meaghan Bowling (16:13)

    Hahaha!


    Dr. Monica Schointuch (16:14)

    That's for co-operation.


    Dr. Meaghan Bowling (16:16)

    you


    Yeah.


    Griffin Jones (16:38)

    doing the segue of the sponsorship read. So the next time I do it, I'll just kind of put my two fingers up so that you know that I'm doing it because I cut into it then I cut back out. So I'll do that read and then I will and then I'll get back into... I'll fire into the next question. For those of you that are interested in a golden parachute, if you're a fertility practice owner, you're another owner of a fertility business, you're looking for ways to increase the value of your


    practice. Think about an exit, assess some sales strategies, meaning selling your business. MidCap advisors can help you. MidCap will work with you to help you understand your practices, current transactional value, its value drivers, and also provide practical ways to maximize your practices value. This is what these guys do for a living. Dr. Minhas was a practice owner. He was a lab director.


    Bob Goodman worked in as a healthcare administrator for decades. Richard Goldberg has done so many deals in the fertility space. They all work for MidCap. Now, they'll assist you with implementation, keeping you fully informed on changes in the mergers and acquisition marketplace writ large so you know what's going on. So if you're thinking about that next chapter, even if it's not in the next year, it's five years down the road, maybe even longer.


    talk to those guys, MidCap can help you think about all of that stuff and we'll include their contact information. Thinking of the golden parachute, Meaghan, your situation is different from where it is in Bill and John's spot. From my vantage point, I don't see a ton of upside for younger doctors because I think if like, if there's somebody else that owns 70 % equity and then the


    senior partners are left with 20 or 30 % equity, and then you know, they're cashing out, there's just not much left to bring in younger docs, for them to like have a real upside in the long term. Maybe I'm missing something. That's how I view a situation similar to yours. But are you the one saying like, hang on guys, let's, like you're in a different position than they might be. So


    Do you find yourself having to advocate for that?


    Dr. Meaghan Bowling (19:04)

    You know...


    not recently. mean, when I came on before I was partner, think maybe Dr. Park and Dr. Meyer can speak to it more. ⁓ You know, we were approached by by groups and at that point I wasn't partner yet. And so I wasn't as much part of those conversations. But ultimately, I think, you know, Dr. Park and Dr. Meyer kind of reached the decision that it wasn't worth it ⁓ to sell. And so ⁓


    as we've had a few more offers, I think, since I've become partner. And it's already kind of like our decision is kind of made here. ⁓ And so kind of less, we're kind of less likely to kind of entertain those ideas at that point. So I haven't really had to, I think the whole group is kind of on the same page.


    Griffin Jones (20:01)

    Bill and John, how many years are you guys apart? Nobody has to reveal, never ask REI his age, but I mean, how many years are you all apart in terms of when you started?


    Dr. John Park (20:15)

    Some of us have aged better than others.


    Dr. Bill Meyer (20:15)

    We're only two months apart in age.


    Dr. Lauren Johnson (20:18)

    You


    Griffin Jones (20:20)

    I thought so. Yeah. Yeah, and we should


    Dr. Bill Meyer (20:20)

    Yeah. Yeah.


    Griffin Jones (20:26)

    clarify, the other doctors aren't that much younger than you all. How many years more do you wanna work for if I can put you on the spot in front of the 20 million people that listen to this podcast? When you think about it, how many more years do you wanna be doing this for?


    Dr. Bill Meyer (20:31)

    Yeah, right. Yeah.


    Well, they already voted me out. So this is my last video. I already know. And they actually, already have a calendar up. pull off the days as they go on. I'm retiring at the end of the year. So they are, it's gonna be the four of them come January 1st of 2026.


    Dr. Monica Schointuch (20:52)

    None of us.


    Griffin Jones (21:10)

    This is so this is this is news. Is that so you're not you're not joking about that part. You're you're retiring at the end of the year What about you John?


    Dr. Bill Meyer (21:14)

    No, no, no, yeah, yeah, yeah.


    Dr. John Park (21:20)

    Griffin, I'm in my early 50s, so I plan to continue working for quite a while.


    Griffin Jones (21:24)

    So then Bill, you're really in a ⁓ different position. So I wanna push you on the golden parachute thing for a second because I've just heard so many darn times what you've said and I believe the sincerity of what you said, of that you care about the people that you're leaving behind. The legacy is important to you. You've seen other people not be so happy afterwards and maybe have a little bit of seller's remorse.


    And I believe in the sincerity of what you're saying. I've also believed in other people that have said similar things and believed in their sincerity. But I just think it's it's like grandpa's farm. We'll never sell grandpa's farm. We'll never sell grandpa's farm. Until somebody comes and offers us way more money than we ever thought grandpa's farm should be worth. And then you really, and then you start to think, well, gosh, with that.


    much money. could donate to the causes that grandpa cared about. could buy a new fund for all of grandpa's college. We could do a college fund for all of grandpa's grandkids. We could do a big family reunion trip every year and not cynically, but truthfully challenge those things that they thought were important when they're faced with that kind of golden parachute.


    Dr. Bill Meyer (22:43)

    Yeah, okay. All right. So maybe it wasn't sincerity. Maybe it's ignorance. ⁓ But you know, when Dr. Showentuck was talking, I was just thinking when I got out of fellowship, they didn't talk to us about, you know, we weren't debating whether it was private equity or venture capital or just going into independent practice. was, you going to stay in academics? Are you going to go into private practice? So was totally different then. And when I left the university to form this,


    we weren't, private equity wasn't that big of a deal at the time. It was, it was in a different way. wasn't the finances, but it was almost getting away from private equity in the sense that you were kind of getting away from big brother. You were getting away from the university and all the regulations and meetings and lack of control that you have when you're working for a university is why you go out and, or at least one of the main reasons we went out.


    and set up a practice almost 20 years ago. So I think there is sincerity in the fact that, the money wasn't the primary factor that we went out. It was to keep our autonomy. And so when you talk about Golden Parachute and all the money, first of all, all five of us are going to do well financially. Could we have done that much better if they bought out in the future? Possibly.


    But, and I'm not trying to sound, you know, you know, haughty about it, you know, how much money do you actually need to be, you know, satisfied with things if your life is comfortable and you have control of your practice, you have a good group of physicians you work with and you can take care of patients. ⁓ So, know, people, when they talk about the money situation, you know, I think the autonomy is,


    one of the main reasons. ⁓ You know, when I knew we were going to this talk, was thinking of different scenarios, but I would think it would be extremely frustrating being a physician having gone through all the training we've gone through to have a business person who hasn't done any medical training tell you that how you should take care of patients. I mean, I think that would be the most frustrating thing.


    Now, would it be a different situation if we hadn't been a successful practice? ⁓ Griffin, when we opened this, and we were in so much debt to open this, I opened this with a physician from one of the other universities, Dr. Couchman. I we were in debt and we were spending a lot of money and actually IntegriteMet approach us. And it was, I talked to business associates because we almost went with IntegriteMet. There were two reasons. Number one, they needed three providers.


    before they would consider you and we only had two providers. So we didn't do it. And then most business people who had done it, they said, you you sell out the private equity, you sell out the venture capitalists, most people will regret that in the long run. And if you can just hang it together for a while and get over that, you know, that initial debt, it'll probably pay dividends in the long run. Not just monetarily, but being able to take care of your practice and your patients.


    Griffin Jones (26:02)

    I see the autonomy argument crystal clear if I'm in Meaghan or John's position that that's why I like owning a business. I like being able to call the shots and do what I think is right. And I think it's really different when you have investor obligations or you have other shareholders to behold. I can decide how much people are going to make. I can decide how much we have to work.


    you can do the right thing when you have to and you're only accountable to your own top line. I think it makes sense in the stages of career where they're at. For someone that's going to retire, think the situation's a little bit different because, well, you just say, I'm going to eat crow for two or three years, not have autonomy. I'm going to be somebody else's employee after having ran this ship for however many years. but, but it's the


    price that I'm paying for this huge multiple that they're giving me. For you...


    Dr. Bill Meyer (27:07)

    Yeah,


    I got you. And so there's a couple of reasons why even if I had wanted to maybe one to do that, I wouldn't have done it. Well, number one is I ran it by the, you know, I ran it by Dr. Dr. Bowling was younger at the time, but, know, we got approached and, you know, talked to him about, is that something you want to do? And, you know, we listened to people and yeah, they paid us money and we made, we would have made a lot of money initially, but then things kind of evened out over the long run.


    compared to how we're doing. ⁓ The other thing too is how we have our voting structure, not to get into it in depth, but I don't have 100 % of the vote. In fact, how we have it structured, even if I had wanted to and another person in the practice had voting, they would have voted that down if they had wanted to. So I didn't have complete control on the voting of how the practice would go.


    Griffin Jones (28:08)

    John and Meaghan, do you see the opportunity for groups your size to merge together, maybe in acquisition, maybe in cashless merger, but not private equity backed? I'm thinking of something somewhat akin to the growth of Shady Grove where they did some acquisitions, but they grew for a long time before they were private equity owned. And they did so with...


    they had an executive leadership in place, but it was physician owned. Do you think that's possible for you all to merge? And I'll just make up some doctors names like John Schnorr, Sam Brown, John Nichols, John Payne, Sam Chantilis. Do you think it's possible for you guys and others out there, you guys and gals, to form a really awesome physician-owned network


    Dr. John Park (28:45)

    Ha ha.


    Absolutely. Network.


    Griffin Jones (29:06)

    Like is that still, like is that a possibility?


    Dr. John Park (29:10)

    Yeah, absolutely. We know that this happens in other specialties. I just spoke with someone the other day in dermatology, also dental practices. So there are independently owned networks that are not backed by private equity. And, you know, we've had some brief conversations with others about doing that. So we know that it's possible, but it's still there's a lot to be gained by that, you know, for example, the economies of scale.


    being able to negotiate with vendors to get the deepest discount possible on certain supplies. But as you start doing that, you still are faced with some of the issues that you would also face if you were joining a network backed by private equity, such as the loss of autonomy, the lack of freedom to be able to choose what culture media you want to use, what catheters you want to use, because


    giving that up comes with the ability on the business side to use the large numbers of a network to leverage that to reduce your costs. So we'd still be facing some of the disadvantages that we'd face if we were joining a network backed by private equity. And so at this point, we're still not interested in doing something.


    Griffin Jones (30:30)

    Let's talk about the flip side to those disadvantages. And Meaghan and Lauren, I think you're in the bracket that probably has to think about this. thing that I, so I see the benefits to consolidation and I see the cons. One of the cons that I see is I don't like the limited concentration of buyers. I think it's not good for the field. I think we need more groups your size, more five, 10, 15 doctor privately owned groups.


    to help spur innovation, because what's happening right now is you've got six or eight networks that are really dominating a lot of the buying. And so a lot of the solutions that are emerging, they need to either hit a grand slam or they're done. The barrier to entry is almost zero sum. And if there was ⁓ a ⁓ more distributed ⁓ pool of buyers, still of decent economies of scale,


    I think we'd start to see more solutions get adopted. On the flip side though, what I see is I really do believe that IVF is going to become a high volume field of medicine. I think whether it comes from the political mandates or simply the employers merging or going the insurance route or the EBM route in a more concentrated way that it is going to be a higher.


    volume field of medicine. so operations need to change to be able to see a lot more patients to do a lot more retrievals. And as you said in the beginning, Bill, oftentimes independent practices, they're worried about the problems that are in front of them. You're so committed to the delivery of care, that it's hard to work on those those systemic issues. So Meaghan Lauren, how do you see this is ⁓ how do you take time from I've got to do


    ⁓ X number retrievals and X number of ⁓ see X number of patients as a physician to actually then put on a business hat and say, here's how we're going to innovate the practice at a systemic level.


    Dr. Lauren Johnson (32:43)

    Yeah, I think it's a really good question. I mean, I would, I would credit, you know, John and Bill for, for a lot of those ideas and having kind of that real, that global mentality. Yes, we deal with the problems in front of us. But some of the problem that's in front of us is, okay, well, to grow, we have to, you know, have an office in another location. We need to capture a different part of the community that we serve. And


    And I think it's a balance, right? I think for us, that sort of planning has come out of ⁓ what do we need to grow and get better? And what does that solution look like for us? ⁓ So I think it's been more of an organic process of how do we capture more of the market share and do that in a way that is really true to the culture of the practice. ⁓ And I think that we've been successful in doing that. We just opened our fourth office.


    which is already very busy. ⁓ I'd say I would especially credit Dr. Meyer. He's always thinking outside of the box and always pushing us to think about things differently, which I appreciate.


    Griffin Jones (33:56)

    putting you all in the spot now. What are some technologies that you've adapted in the last two or three years that you didn't have before that was a response to your growth?


    Dr. John Park (34:13)

    I think the biggest one, Griffin, is upgrading our EMR. That was so instrumental ⁓ with opening up new satellites and with our ability to do so many remote consults, both on phone and virtual. ⁓ The ability to monitor patients when they're going through treatment at any different satellite. We follow our own patients so we can monitor their ultrasound findings, their lab.


    results from anywhere. ⁓ And so that's really helped with patient care because prior to this current EMR, we weren't able to do that.


    Dr. Meaghan Bowling (34:52)

    think one of the changes I've seen as well besides enacting this new medical record system and besides the adding new locations to bring in patients is that ⁓ we, ⁓ I just lost my train of thought. ⁓ I think one of the things we've seen is that there's been a huge shift in how many, I mean, we're in the South, we are in North Carolina and we have, ⁓


    actively work to partner with ⁓ groups that provide some sort of financing for IVF. I know that ⁓ I share your dream that this is going to become a.


    you know, a field where they're going to be, you know, we're going to be doing thousands of ag retrievals. But the current day and age, we just don't see that. They're very, you know, I think we are limited by geography and how many other clinics are in the triangle with us, ⁓ that we all compete for a limited number of patients. And so by, ⁓ you know, we bring in patients in ways to kind of make IVF more affordable. We do that by Dr. Park being part of ⁓


    research projects that provide IVF cycles for free for patients who don't have insurance. We partner with Progeny, Maven, KindBody, we bring in more patients with insurance, these carve out programs. So I think compared to when I started even just five years ago, maybe like 15 % of patients had.


    insurance coverage in North Carolina. ⁓ And now we're seeing a switch to like more and more patients or 60 or 70 percent having some sort of coverage. And so I think making ourselves available to these other groups and showing them how strong they partner with us because we have strong success rates and we have strong success rates because we've remained independent. We've actively worked to ⁓


    know, anytime we see any problems with pregnancy rates, we're on it and we're analyzing our protocols and seeing what can we change? What can we do different? We enact it the next day and we're able to make changes that we are able to kind of keep our pregnancy rates high so that groups like Gaia and Progeny want to work with us. So I think that's another way we've kind of enacted it.


    Griffin Jones (37:12)

    So, guys, I think you ended up finding out about them all through Inside Reproductive Health, if I'm not mistaken, John, you told me that ⁓ when we met with them at ASRM. So I love hearing that come full circle, when you heard about them through us, but also that it's one of the things that you're happy about. Tell me about the EMR. Who are you with now and what do you like about them?


    Dr. John Park (37:39)

    We're using nAble now and ⁓ Dr. Bowling is the one who kind of spearheaded the process of going through the screening process of seeing what products were out there, having arranged for demos. ⁓ nAble really was just the best fit for us in ⁓ following the workflow of patients. ⁓


    looking at the treatment cycles, the work lists, how that is populated and how it's customizable. ⁓ So it was really just the right fit for an office that had multiple satellites where we don't have one particular physician tied to one particular satellite. ⁓ So we tend to rotate around. We'll take turns driving out to our Wilmington office.


    And so we needed the ability to follow all of our patients regardless of where they were geographically.


    Griffin Jones (38:37)

    Did you do some vetting? Meaghan, did you go through a bunch of demos and how did you come to that decision?


    Dr. Meaghan Bowling (38:44)

    Yeah, we, this is like years ago. We did it right after COVID, but ⁓ yeah, I think we were looking at, I think we had narrowed it down to three, I think Artisan was in there. I think we had, ⁓ and we ended up just vetting them. I initially vetted them. I think we got it down to Artisan and nAble and then ultimately kind of decided on nAble.


    Griffin Jones (39:11)

    What was the deciding factor for you?


    Dr. Meaghan Bowling (39:14)

    That's a great question. I don't remember now. I think...


    Griffin Jones (39:20)

    Well, too late now, you ain't changing now. Once you change an EMR, it's like the best EMR in the entire galaxy could come out the next day and people would say, talk to us in five years or never.


    Dr. John Park (39:23)

    Yeah.


    Dr. Meaghan Bowling (39:26)

    I can't!


    think there was something to do with cryo management, John. Is that part of it where they monitored the cryo for us and that wasn't available with the other groups we were looking at? There were little pieces. There wasn't anything major. ⁓ Again, it just felt like a better fit for us overall.


    Dr. Bill Meyer (39:58)

    What they did was they stuck me in a room with it and they said if he can figure it out then we're going to do okay.


    Dr. Monica Schointuch (40:05)

    is abuse.


    Dr. Lauren Johnson (40:06)

    Yeah. Yeah.


    Griffin Jones (40:06)

    And


    you got through it, Bill, you got through the maze.


    Dr. Bill Meyer (40:09)

    It took me three


    years, but yeah, I think I got a handle on it now.


    Griffin Jones (40:14)

    When I talk to Mark Amos, he owns a group called New Direction in Phoenix. It's a pretty high volume center. He's doing 80 new patients a month. He says each of his docs are as well. They have advanced practice providers. so what he thinks is going to happen is that he gets, I think right now he's doing two visits, the follow-up and the new patient consult, with using some automation and tool like


    Levy Health and some other things that he'll be able to, they'll be able to see one patient in a 30 minute visit for, so that's a condensed, the first visit and the follow-up. And he thinks that they'll be able to increase their new patient per doc by at least 50%. So let's say, 120, 150, maybe more patients per doctor per month.


    Do you all see yourselves having to get on a model that can do that within the coming years?


    Dr. John Park (41:25)

    our patient volume isn't that strong, Griffin. There isn't a need for us to take on that kind of volume. I think it would be really difficult to get to know your patients and to be able to really follow them and individualize their care when you're working with that kind of numbers. But that's not an issue that I think we're going to be facing anytime soon. I think, you know, to kind of go back to one of your questions you asked earlier about, you know, where we'll be in the future, we


    You know, there's in our area, there is this lane for independent practices and we've had this slow, steady organic growth since Dr. Meyer founded the practice. ⁓ And so many patients are coming to us just from word of mouth. A lot of patients come show up and say, you know, I started at this one practice, but I was talking to my friends once I started getting involved in this whole fertility process.


    And I, turns out I had three other friends that had been to Carolina Conception. So I decided to switch. That happens all the time. And so we have this advantage of being the most established private practice in the area. And that really works to our advantage. And I think that we will continue to see this organic growth and a lot of the success I think is attributed to the ability to really get to know our patients and walk them through the process. So I think that would be really hard to do with a hundred new patients a month.


    Griffin Jones (42:54)

    What if for the first time ever a politician actually did what he said he was going to do and IVF is paid for by either the government or all insurance companies and now there's a handful of payors and they say, here's what we're paying and everybody's covered and that change is saying, what if something like that happens?


    Dr. Monica Schointuch (43:21)

    We'd probably hire more physicians immediately.


    Dr. John Park (43:27)

    more physicians and more APPs, we would figure out a new system and we've already had conversations of how to get patients in the door, triaging them to seeing an APP for an initial consult versus an MD. ⁓ But, you know, don't know if there's any new technology that will really help us increase the volume or increase our capacity of getting patients in the door.


    Yeah, I just don't see anything right now. And I think that if something were to change with legislation, that we'd be aware of it and we'd be able to make some changes to help accommodate that increase in volume.


    Griffin Jones (44:11)

    Are you passively or actively hiring new docs now? There's a lot of fellows that we got the third years, second years and first years that tune in fairly regularly. If some of them are interested in the Carolinas, how open is your door right now?


    Dr. Meaghan Bowling (44:32)

    say it's open. ⁓ Yeah, I mean I think with, you know, we know with Dr. Meyer retiring that we definitely are going to need another physician ⁓ probably fairly soon. So yeah, we're definitely on the lookout. I'm certainly, I will be at ASRM ⁓


    this year, so if anyone wants to reach out to me, ⁓ I'm happy to meet with you at ASRM if we have any interest from fellows.


    Griffin Jones (45:05)

    Bill, are you gonna sell the seven C's or are you ⁓ gonna stick around and be there to pinch hit? Maybe see a couple patients if Monica gets sick or if somebody's going on vacation. Are you gonna do any of part-time thing?


    Dr. Bill Meyer (45:20)

    I think they would get sick if I did that. No, no, no, there's no way. I'm ready. I'm ready to go. They're going to do great. ⁓ Yeah, I want to do some other stuff, know, family stuff, traveling. We know what everybody says, right? That's why I want to do some of that stuff. It's going to be fun. I want to come back and I want to hear how they're doing. I think they'll do well with things. ⁓ But yeah, I'm ready to I'm ready to pack my bags and go.


    It's been fun. We got a great group. I mean, it's great to turn it over to four great docs ⁓ and see how it's going to go. It'll be fun to see. Watch from the outside in. It'll.


    Griffin Jones (45:51)

    Fur.


    For those


    that are ready to sail around the world, they're ready to go. And you're thinking about that next step. You're thinking about selling your practice, stepping back from ops, or just focusing on medicine more than management. You might want to talk to the folks at MidCap. They can help you figure out what comes next. They'll work with you to understand your goals. They will help you. get into the books a little bit. They do this all for free, by the way. They don't charge a retainer or anything like that. They explore options like selling to a larger group.


    They're very patient, a little too patient in my estimate, but that's why the people they work with like them and trust them so much. They'll take a look at merging with P-backed groups. They'll look at the model that's best for you, merging with other groups or selling or strategic opportunities. And they'll run that competitive process to find the right fit and they'll handle all of that stuff for you. So if you're thinking about your next chapter, get in touch with the folks at MidCap Advisors. We'll put their contact


    in there. For this great group of docs that's taking over, we do have a lot of younger docs that are listening and maybe not just fellows, but folks that have not found their forever home yet and maybe have been practicing for a couple years. What advice do you have for them?


    Dr. Lauren Johnson (47:21)

    I would say to really focus on being honest with yourself about what you want in a practice ⁓ and what environment you want to practice in long term. ⁓ I would, if we haven't said it before, I would say it now. mean, our practice has an incredible culture in terms of the physicians that work here. And when I was making a decision about


    where I was gonna spend the next part of my career, that was a huge, a huge part of it. ⁓ Do I like the people that I'm gonna spend at least 40 hours a week with, right? Do I wanna see these people? Do I wanna interact with them? ⁓ Are they good doctors? ⁓ Can I trust that if I go on vacation or I'm out for a day, that they'll take good care of my patients? I think that's really important. I think also looking,


    at the values of the people that you would potentially practice with. think one of the things that has made this practice really strong is that we are all similar in our value structure and what we want and how we want to practice medicine. That doesn't mean that we are all the same, ⁓ but I think at heart we have the same values and we can sit in a room and be honest with each other and talk about when we don't agree and then


    have enough respect for each other to say it's more important that we talk about it and we come to a conclusion that's right for us as a group. So I would say that those intangibles are really important. And then also looking at practice structure, like we've talked about in terms of independent practices versus private equity, there's not a one size fit model and different people will land differently on that. But I think,


    Dr. John Park (48:59)

    you


    Dr. Lauren Johnson (49:15)

    a lot of people look at private equity and think, there's a lot of, I feel safe, I feel comfortable. They're a big network. ⁓ There's not anything that's going to happen to me there. And maybe they look at an independent practice and feel like, ⁓ is there as much of a safety net? And having gone through the IntegraMed collapse, I can tell you that you can be very vulnerable in private equity. And at the end of the day, you know,


    You have to decide how much autonomy you want in your practice and who do you want at the table with you 10 years, 15 years down the road, right? At a small independent practice, I know who's gonna be at the table with me, right? It's the people I'm looking at on this podcast. I know their values, I know what they want. ⁓ You can't always say the same thing in private equity because someone else is gonna be at the table with you in 10 years.


    Griffin Jones (50:08)

    Monica, how do you keep that value alignment as new folks come in? Because I think you got lucky with the Bill Meyer. I'm not blowing sunshine, Bill. I really I think that it's noble. just I think that there are so few people that it can really be at a position that that that Bill has been in and say, I've made enough money. I'm good. There's there's just not a lot of those folks. And so you've you've you've gotten


    maybe lucky is not the right word, but fortunate in that you have this group. But how do you keep that going that as you got docs coming in five years from now, 10 years from now, 15 years from now, that you make sure that you keep those values aligned?


    Dr. Monica Schointuch (50:56)

    Yeah, I think Dr. Bowling said it well towards the beginning where she said when she joined, she like always had that thought in the back of her mind of like if they will sell the practice before she makes partner. I think like, right, that's like a very easy thought to have. And it's one that I think commonly probably even Dr. Johnson has thought of a couple of times and I definitely have thought of myself. It's like that question of stability, if you will. But on the other hand, knowing


    that these people are who they are and having met them a couple of times during the interview process and really seeing that core value, I felt safe enough to really accept that possibility, but knowing that that likely wouldn't happen and that it's like the fear of the unknown, right? So I think like when you join a practice that it's not private equity, there's always that potential for it to be purchased and have. ⁓


    a change in hand and have to join the private equity group. But I would say, as you can probably tell, I felt pretty confident that this group, just given the stability and truly the culture of the group, I felt like the chance of that was going to be small. Now, could it happen? Yes. But honestly, I think they would still speak with me and have part. So I would have some say as to if we were to ever sell in private equity.


    ⁓ And I think it's a lot about like choosing the right person, right? So I always joke that the bar was set real low and they chose to bring me on as a practice because they're also incredible doctors. But I think like we really put a lot of effort into who we hire at our practice and that goes for the docs as well as like nursing and everyone we work with because we want to create and continue to create this culture where we like practice as a group. all have.


    very similar values and continue to work together as a team to take care of our patients. And so I think moving forward, even though it's gonna be lovely to expand our group and take on new doctors, I think we're gonna probably look for that same type of core values of people who are wanting to join and put efforts towards our big ultimate goal.


    Griffin Jones (53:14)

    Meaghan, what type of personality would not be a good fit for your group?


    Dr. Meaghan Bowling (53:23)

    Can I say Dr. Myers first? No, I'm just kidding.


    Dr. Lauren Johnson (53:25)

    Hahahaha


    Dr. Monica Schointuch (53:26)

    That's so funny.


    Dr. Lauren Johnson (53:27)


    Dr. Bill Meyer (53:28)

    Not to get any better.


    Dr. Monica Schointuch (53:28)

    If I listen to my voice...


    Griffin Jones (53:29)

    I said it up so you didn't have to name him.


    Dr. Monica Schointuch (53:33)

    my gosh.


    Dr. Meaghan Bowling (53:35)

    think definitely somebody who's kind of out for their own, someone who doesn't want to ⁓ kind of, you know, go with the, not go with the flow, but, you know, we all want to practice similarly. So we all can, we can all choose our own protocols, but overall we practice very similarly. We want someone who's going to fall into that. ⁓


    that kind of protocol where they are able to kind of go with evidence-based medicine and go with what is best for the practice, what is best for our patients. ⁓ We don't want someone who's kind of out who wants to do their own thing who


    also doesn't share the values of kindness and respect of nurses and doctors and embryologists. I we are definitely very much a family here. So ⁓ someone who ⁓ just really cares about their patients and wants to do the right thing, I think, is what we're looking for and not ⁓ someone who is more kind of out for themselves.


    Dr. Monica Schointuch (54:49)

    think what's really funny is we all have very different personalities. be clear, we're all very different. But I think it's like in such a beautiful way because similarly, like with patients, it's almost a personality match. Dr. Park was saying, like, we really truly do love to get to know our patients and kind of walk them through this process and this journey, like, hand in hand. But


    Dr. Lauren Johnson (54:54)

    You


    Dr. Monica Schointuch (55:15)

    has, I'm sure many of us has experienced, like there are sometimes like mismatches of personality of the doc and the patient. And that's okay at our practice because all of us are so different that normally they'll find a different doc with a different personality that works great for them. ⁓ But I agree with Dr. Bowling. I think it's like we all have that same like teamwork in mind at the core of our personalities, which is why it like blends so well.


    Griffin Jones (55:42)

    Who's gonna take over as the Chop Buster now that Bill's gone? Are ⁓ one of you gonna fill that role or are you gonna look for a fellow with a Don Rickles sense of humor?


    Dr. Monica Schointuch (55:45)

    I know, not me.


    Dr. Lauren Johnson (55:55)

    Dr. Meyer is irreplaceable.


    Dr. Monica Schointuch (55:57)

    We're


    Dr. John Park (55:57)

    Yeah.


    Dr. Monica Schointuch (55:57)

    a big mom. You'll be so missed.


    Dr. Meaghan Bowling (55:59)

    true. ⁓


    Griffin Jones (56:01)

    You all have been so much fun. thought that having five docs on was a logistically terrible idea, but a great content idea, and it was. And so I'd love to have you all back on or cover what you're up to in other ways. Thank all of you for coming on the show.


    Dr. Bill Meyer (56:18)

    Thanks, Griffin.

    Dr. Lauren Johnson (56:19)

    Thank you for having us.

    Dr. Meaghan Bowling (56:19)

    Thank you.


    Dr. John Park (56:20)

    Thank you so much, Griffin.

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257 Lawsuits Against Fertility Providers on the Rise. Matt Maruca

 
 

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.


I've captured and interrogated one of fertility doctors’ enemies…a lawyer.

But this one’s on your side.

Matthew Maruca has served as General Counsel for Inception Fertility since 2019, and he’s here to walk you through the legal threats and legislative currents shaping the future of fertility care. 

While this episode isn’t legal advice, Matt brings insight into how reproductive health is being fought for, and fought against, in the courtroom and the legislature.

In this episode, Matt covers:

- What’s behind the rise in lawsuits and how they’re modeled after personal injury cases

- The emerging legislative strategies from think tanks like the Heritage Foundation

- Which reproductive treatments are being targeted (like PGT)

- How to draft your consent forms to reduce liability

- The #1 thing providers can do to protect themselves from unnecessary litigation

- How to keep your premiums down when litigation is on the rise.

  • Matthew Maruca (00:03)

    The increase in litigation from, there's groups of plaintiffs attorneys who have fixed their attention on the reproductive health space, IVF clinics in particular. I've been the Chief Legal Officer of Inception for over six years now coming on my seventh year. And the amount of litigation that we see and the folks that are willing to take a claim and run with it has increased quite a bit.


    Griffin Jones (00:42)

    Fertility doctors, I have captured and interrogated one of your sworn enemy, the lawyers. But you like them when they're on your side, don't you? Let me give the disclaimer that I don't know that I have to give, but I feel like I should give. Nothing in this episode is legal advice. Nothing establishes a client-attorney relationship with my guest, Matthew Maruca, who has served as general counsel for Inception Fertility since 2019. He also helps out with the Fertility Providers Alliance. So if you're looking to join a trade organization like that,


    Google Fertility Providers Alliance or hit me up and I might be able to make an intro. If you want legal advice from Matt, if you want his cell phone number and just be able to buzz him anytime you have a question like his docs do, well then you got to go work for Inception, man. I don't know what to tell you. That's a benefit for working for those guys and gals, I guess. But Matt does give you free insights on two main categories. The first half of this episode is about the legislative landscape currently concerning reproductive health. The second half is about the rise in litigation against fertility providers and practices.


    On the legislative front, Matt talks about emerging doctrine from think tanks like the Heritage Foundation that's starting to give a united front to bills being introduced. Stiff restrictions on things like PGT, embryo creation and storage, and imposes onerous reporting requirements. How Alabama is actually one of the most favorable states for ART right now. Who'da thunk.


    On the litigation side, Matt shares how plaintiff's attorneys are pulling from the playbooks of the personal injury firms. Yes, the marketing tactics, the way they price that the plaintiff doesn't make any money unless they get lots of money out of you, all that kind of stuff. How practices can limit the claims they have to pay when suits are filed against them. The most important factor regarding consent forms, what individual providers can do to bring down their malpractice premiums, the number one thing providers can do to deter unnecessary lawsuits, you might find it counterintuitive. Enjoy this free, non-legal, non-advice with Inception Chief Legal Officer Matt Maruca.


    Griffin Jones (03:18)

    Mr. Maruca, Matt, welcome to the Inside Reproductive Health podcast.


    Matthew Maruca (03:22)

    Thanks so much. Glad to be here.


    Griffin Jones (03:24)

    What are you most concerned about with regards to the legal landscape and the fertility world right now?


    Matthew Maruca (03:32)

    There's really two things from the last couple of years that have been evolving. The increase in litigation from, there's groups of plaintiffs attorneys who have fixed their attention on the reproductive health space, IVF clinics in particular. I've been the,


    Chief Legal Officer of Inception for over six years now coming on my seventh year. And the amount of litigation that we see and the folks that are willing to take a claim and run with it has increased quite a bit.


    So that's one major area for me. And then of course, as an industry watching the evolution of the public policy space and the fact that in the post Roe


    the Dobbs decision world and the intense focus in the political realm on IVF. That's taken up a big chunk of my time in the last couple of years. And those two things occupy a lot of my time at the moment.


    Griffin Jones (04:33)

    That second area, the post Roe area, that personhood or is there more to it than just personhood legislation?


    Matthew Maruca (04:42)

    Yeah, it's been very interesting. It's not a person who has a big part of it. There's a big push for that. What I'm seeing and what I, what I think a lot of my fellow general counsel's chief legal officers are, are, sort of seeing there's, there's been a, an evolution of the pro-life movement in trying to figure out how to be sort of both pro IVF, and pro-life at the same time. And.


    I think what we've seen, especially since the Alabama court decision in 2024, that really brought this entire issue to the spotlight, especially in last year's presidential election and various other races, was that there's this uncomfortable space of being both pro-life and figuring out how to be


    pro-IVF. And so what I think we're seeing is this evolution towards how they're going to live with, how the sort pro-life movement is going to live with a place where 80 % or so of the American public are in support of maintaining IVF sort of in the way it's currently practiced. And I think if we look at


    the sort of things that happened in this year's state legislative sessions. We see this sort of percolating movement of sort of making incremental inroads into trying to figure out what sort of restrictions they can, that they can get sort of political traction with. And one of those things is personhood, as you mentioned, but we're also seeing, you know,


    folks advocating for restrictions on the number of embryos that can be created, restrictions on the use of genetic testing, in particular PGT, which has also been something that's been, there's now a great deal of litigation around PGT to sort of tie it back to the other area of increased litigation across the industry. We're seeing proposals to impose


    really onerous reporting requirements on IVF clinics. We haven't seen anything pass yet, but I know in Texas, for example, there was a bill that was proposed that would create an incredibly onerous system of reporting requirements about how many embryos are created, how many developed into blastocysts, what were the ultimate disposition of the blastocysts, what were the reasons given for


    for the disc, if they were discarded or they weren't used for implantation, what were the reasons for that? And I think a lot of it ties back to some of the thought leaders in the sort pro-life movement, especially places like the Heritage Foundation, who have been beating this drum that IVF is somehow not regulated, this narrative that's just false about IVF creating this


    you know, needlessly creating this huge number of embryos that ultimately get discarded. That PGT is there to, you know, to do trait selections and create, you know, you know, sort of Uber race of people. And, you know, a lot of it's not really accurate. Some of the principles that are being, you know, pushed are not really based on


    sort of accurate information. And so what I've found is in working with groups like FPA, the Fertility Providers Alliance, which for folks who don't know is a coalition of IVF clinics and IVF networks that have come together to promote the protection of IVF. what we're finding is that countering some of that


    those narratives around needlessly creating embryos and that PGT is creating a super race can really get folks to sort of see that these are not as acute concerns as are presented in some of the literature out there.


    Griffin Jones (08:32)

    So do you think, maybe the answer is both, is the implication that this dance of trying to marry pro-life and pro-IVF is introducing elements that further restrict IVF, like limits to PGT, like limits to creation of embryos and these onerous reporting requirements, or is it that, is the bigger implication that


    they're writing laws that are really unclear and that it's going to take a case and then a review of that case and so forth to establish case law as to what these different laws might mean.


    Matthew Maruca (09:11)

    Yeah, interesting question. So, I mean, think if we, we strip it back, right, the, the, the, underlying, you know, goal is I think to limit the number of embryos that are destroyed ultimately, right? That are, that are not used in, in, for a transfer, that are never quote, you know, given a chance at life. And they use sort of inflammatory statements that they're these cryogenic.


    nurseries, right, and deeming the embryos to be children, regardless of the sort of stage of development. And in terms of what we've seen from proposed legislation, they do range from things that are sort of somewhat unclear. There was a Texas law that was proposed that talked about that if an embryo was transplanted, the patient had to intend to bring it, to have it transferred. was just


    you know, it was very unclear what they were really trying to get at with that legislation. there is a whole other, you know, there were quite a few bills that were proposed that really were sort of crystal clear, right? Whether they were personhood statutes, like we saw proposed in multiple states. There was some bills in Tennessee that were crystal clear. They only wanted to be able to create four embryos at a time. And they wanted to basically ban the use of PGT.


    You know, the silver lining is that a lot of those, you know, very few, what I'll call anti-IVF legislative proposals got any traction really anywhere. And I think that the Trump administration with its executive order earlier this year that had directed his domestic policy council to come up with ways to expand access to IVF. I think it made it more politically difficult for folks that are


    sort of within that aligned with that sort of pro-life movement to get the kind of political traction that they needed to pass these laws. But there were quite a few things that, you know, that were ultimately proposed that could have had, you know, significantly negative impacts on IVF. But, on the flip side, we look at places like Georgia and Tennessee where


    laws were passed that clarified that IVF is legal and are now sort of enshrined in law in both those states that folks should have access to IVF. And those were passed with wide margins of bipartisan support. So there's an element that is sort of anti-IVF, but the real laws that were getting passed have been largely positive. And I think we're all sort of waiting with bated breath to see


    what the Trump executive order is ultimately going to, is going to do. I've heard a lot of rumors about things that it might be doing. But I think, I don't really think anybody knows just yet what it's going to look like. And it seems like, you know, we should find out here relatively soon what that's, you know, what that's ultimately going to look like.


    Griffin Jones (11:51)

    take us through the nature of lawmaking doctrine. Is it the case that we're just gonna continue to see different types of laws being introduced by disparate groups in different areas? Or is there sort of orthodoxy that emerges from people like the Heritage Foundation that you mentioned that they sort of lay out what the doctrine is and then that gets adopted by various groups that


    that fall into rank and file.


    Matthew Maruca (12:20)

    Yeah, that's great. Great question. I think it's the latter. What I saw this year was that the legislation that got proposed, that you could really tie it back to some of the public policy statements that came out from folks like Emma Waters at the Heritage Foundation. There's a handful of policy statements that they've issued. And you can draw, whether it's a direct line or dotted line, back to a lot of the policy statements there to a lot of the legislation.


    that was getting proposed. you know, what I think we're going to see emerge and, I could be wrong about this, but, but if you look at, the opposition to Roe versus Wade, right, for, almost 50 years, we saw concerted efforts, to slowly erode the scope of, of, of, of, of access to abortion. And I could sort of see a similar, you know,


    approach developing in the IVF realm where right now there's not the political capital to really restrict IVF or, mean, certainly nothing that would outright ban it. Even personhood statutes aren't necessarily fatal, right? We know that a state like Louisiana has had a basically juridical personhood statute for 40 years and IVF is practiced every day in the state of Louisiana. you know, I


    I think there's a long fight ahead and I think we're going to see this periodically. There's people with very strongly held beliefs around what this means. And I think we're going to see them get more organized and start to use the think tanks and public grassroots support to try to...


    know, make inroads to sort of slowly limit things that they find objectionable.


    Griffin Jones (14:10)

    Are there things that providers and practices should be doing now beyond advocacy? Dr. Srinivasan and Dr. Stephanie Gustin would be calling on people to join them in advocacy. I mean, even at a documentation level, before these laws are made, are there things that providers and practices should and can be doing to protect themselves or do they have to just wait?


    to see whatever laws might be passed.


    Matthew Maruca (14:41)

    think in some ways you have to wait and see. You know, if there's, because there's, there's, there's so many different types of, of proposals out there. You know, something that might limit the number of embryos created. I mean, that's just gonna, you can't sort of get anticipate exactly how, I mean, you'll know what that the implication is if the law gets passed. But right now it would be not the proper way to practice medicine to start limiting.


    the number of embryos that you're creating, right? And I really think that the most important thing that everyone in the industry can do is educate because some of the proposals and the policy statements are based on incorrect understanding of what we do. And really in a lot of ways, how what we do is mimicking in some ways natural processes, right? For example, this


    this notion that a massive number of unused embryos are being created is, I think you can draw it back to this idea that somehow in natural reproduction, you have sex and you get fertilized once and that's it. There's one egg, one sperm, one embryo, one baby. And that math is not correct, right? I there's a reason why people say you need to try for six months, you need to try for a year.


    And, you know, studies have shown that, you know, patients, there are embryos that are, there's eggs that are fertilized in multiple times in the, you know, in those attempts and they don't, they don't result in pregnancies. They don't, you know, for natural reasons. And that, you know, PGT in many ways is designed to help us select, right, to avoid miscarriages that would have otherwise happened naturally, whether the patient even knew that there was a miscarriage, right? If they're so.


    you know, I think the stats were that, you know, for a 35 year old woman, that it's likely that, that, that if in there trying to per per create naturally, there's probably almost eight embryos that are created before there's a, there's a healthy child. And that would be just totally normal, natural, you know, reproduction. And when we have spoken to legislators about that fact, it's like a light bulb goes off. So, wait a minute. IVF is not this.


    you know, Frankenstein monster thing where we're creating all these unnecessary, there's an attrition rate in the lab that mirrors the attrition rate in natural reproduction. And when you explain that to folks, they start to understand that, you know, what we're doing is not unnatural. It's, you know, it's still based on the same biological principles as natural reproduction. And so that starts to erode.


    some of the basis for some of the objections to IVF. And so that's why I think education is really super important. And when I've worked with the FPA public policy team and we've spoken with legislators at the state level and at the federal level, the approach has been, hey, we wanna demystify some of the things that we do. We wanna explain what PGT is used for. It's used to avoid miscarriage. It's not used to select traits to have, you know,


    to have these designer babies. It's to prevent the patient from having to undergo a emotionally and physically painful miscarriage. When we create embryos, it's not just for the heck of it. We're creating embryos because there's an attrition rate in the lab. And we need for us to have success rates and to make the IVF process, which is a difficult one, to make it as


    I don't want to say easy, to limit the extent of the difficulties in IVF, we want to have the best tools available. And that means being able to create several embryos at a time and be able to do a PGT screening. And that's the best way to practice medicine that's in our patient's best interest. And so to stay really focused on how do we provide the best medical care? How do we help patients build families?


    families that they want. And when you say to a legislator who might be inclined to, know, to, to think about these sort of restrictions, which in some ways on their face sound reasonable, right? Don't create a million number as you don't need say, actually do need, you know, several to make, to make one child and that, and nature does too. and that's, you know, that's that, that message I think really resonates and it makes, it, it takes the.


    It takes some of the sort of emotion out of it and makes folks realize that what we're doing is in our patient's best interest. And it's fundamentally pro-life. We are out there to create the families that our patients want. And that message really resonates.


    Griffin Jones (19:06)

    And when you're working on all of this, you're not just working for Inception and Prelude in this context. mean, they're sort of lending you out. They're lending you out to Fertility Providers Alliance, or they're letting you go speak to legislators, that doesn't just benefit them. It benefits anybody who practices Fertility. What has that been like? What's the collaborative experience been like, both working for Inception and Prelude?


    working with everybody outside of it.


    Matthew Maruca (19:33)

    Yeah, it's been great. think, you know, I'm proud, you know, as an industry, I think we've come together to advocate for our patients and for access to the highest quality care, right? The United States has the absolute best success rates from IVF anywhere in the world. And in many ways, that's because we have right now a relatively favorable regulatory environment that lets us practice at the highest level. you know, there's


    Lots of reasonable restrictions. And obviously, um, if we make mistakes, there's a whole court system to keep us in check. And there's folks who've made their whole livelihoods out of keeping us in check. Um, but, um, but, but, but the public policy advocacy work and watching, you know, my, my, you know, colleagues from other networks, from other clinics come together through, you know, through places like FPA. I know ASRM has a, you know, a robust public policy arm.


    work a lot with ASRM, work with Resolve. But as an industry, we brought together the voices from both the provider, the clinic, the patient experience, and to speak to legislators. it's been some of the more rewarding work I've done in my whole career, let alone at Inception. And we meet very regularly the sort of GCs and chief legal officers for the various networks and other clinics.


    sit on the legislative affairs subcommittee for FPA. We share our notes. We talk about what we can do. I went on behalf of FPA to DC this year with the FACT coalition, which is an industry group of suppliers and like Cooper Surgical. And we met with legislators on the Hill and spoke on behalf of our...


    of our industry groups. And I think when we speak as an industry and we speak on behalf of our patients, our voices are that much stronger. And so it's been really rewarding to be a part of that process and to see that it makes real world changes. FPA and other industry groups, SRM, Resolve, I think were very successful in the last year of.


    promoting legislation that was protective of IVF and educating lawmakers about the potential harm of proposed legislation that could limit IVF.


    Griffin Jones (21:48)

    This is a philosophical question, so I might be taking you back to undergrad philosophy, or maybe lawyers think about this all the time, but can law anticipate technology in a way that is actually productive and proactive, or does the technology really need to manifest itself before realistic laws can be made? Because you're talking about, people are concerned about


    designer babies being made. Well, it's not really happening with this. It's not happening with PGTA. But it could happen with CRISPR however many years down the road, right? is nobody's doing that now. is it, can it be productive for lawmakers to say we want to get ahead of this? Or do


    Or do you, when that happens, they end up writing laws that are just completely asinine because they're not based in real world applications. And I could see erring on either side. You want to get ahead of nuclear energy. So, and all the bad things that could happen, you know, be made from weapons, et cetera, et cetera. But you don't really know how the technology is going to be used or the second and third order consequences that might be positive that you're eliminating. How do you think about that?


    How should lawmakers think about that?


    Matthew Maruca (23:14)

    Yeah, that's a great question. I think there's some issues that are in tension with each other as you think about the... mean, the legislative process is inherently slow and deliberative and it takes a long time to get a bill passed. It may take multiple legislative sessions and technology is rapidly...


    evolving and you don't want to create a regulatory environment that stifles the sort of innovation. So I think that if you look over the sort of the history of things, it's typically that the legislation lags behind the technology. And I think in some ways that's by design because we don't want to tie the hands of legislators. But I think of things like


    restrictions on the use of stem cells and I haven't studied it, I do think in areas like that where there were some restrictions that did sort of get ahead of the technology. And I would be interested to know about how much scientists have felt like that may have tied their hands, but I think it's probably a benefit to the feature of our sort of legislative process of requiring


    approval in multiple chambers and being beholden to constituents and that it is slow and thoughtful and it tends to lag a little bit behind innovation because we want a country that can be innovative. I think it's really hard for folks to have that kind of foresight to draft really careful legislation that's anticipating things.


    that don't ultimately stifle innovation.


    Griffin Jones (24:52)

    Tell us about the increased litigation you've been seeing. Do you mean against practices and providers?


    Matthew Maruca (24:58)

    Yeah, against practices and providers. know, it certainly seems like a whole industry of plaintiffs' attorneys have sprung up around suing IVF providers. And I think we've seen patients become a bit more litigious over the last several years. You know, we've found patients that...


    Um, think there's, um, expectations of, uh, know, of, of perfection, right? mean, we, work in an industry that, um, doesn't have perfect success rates, um, and managing expectations is difficult. Um, but yeah, but I, mean, I, I've definitely, you know, we've just seen, I think, uh, of, of an, an increase in litigation. was, I was looking at an interesting stat the other day that, um,


    that Wall Street money has really poured into just plaintiffs' attorneys in general across the country, regardless of industry and the sort of personal injury space, and not just in MedMal, but slip and falls. And you can't drive down the highway without seeing a dozen billboards for accidents. And the litigation industry in this country is absolutely massive. And that's not just in the IVF


    I think it's just a litigious society and there's a lot of vested interests in perpetuating the litigation process. And I think it's infected all manner of,


    of industries, including IVF. And I think we just have a difficult spot for us because it's hard for a, you know, at the end of the day, it's a compelling case to jury to say, you know, I lost my chance at having a child. And there's been some jury verdicts out there that have set the bar high for what a lot of patients think are


    the damages they should be awarded if there's an issue. And I think it's just made it more difficult in the last few years to manage that.


    Griffin Jones (27:03)

    How big of an increase and maybe you don't have hard numbers to know, but do you have any sort of sense like, like you said, even in the six, seven years since you've been head council at Inception, you've seen this, is it like a 10 % increase, 50 % increase? Do you have any way of being able to gauge how many more cases are being brought forth?


    Matthew Maruca (27:25)

    Yeah, that's great. haven't, you know, really broken down the numbers. I'm really speaking more anecdotally. And I've spoken with other folks in the industry have seen the same trend, but it's significant. it's become a cost of owning an IVF clinic. have to just sort of accept that it's...


    It's part of the business that...


    Griffin Jones (27:49)

    If you


    were a betting man, is there any chance that this could be a temporary fad or do you think this is the new normal?


    Matthew Maruca (27:58)

    I think, I think it's the new normal. I think if you look, if you look at what happened in Alabama, for example, you know, when they sort of co course corrected for the, the, the, the court ruling that, that ruled that, embryos in cryogenic storage were effectively children for the purposes of their wrongful death statute. rather than


    change the law with respect to sort of deeming them to be children, they implemented a broad civil and criminal immunity related to the destruction of embryos. they ultimately, with that sort of legislative approach, have, I think, made it more difficult in the state of Alabama to bring this type of litigation. And so if we see a proliferation of that kind of


    of regulatory regime, right? If legislators decide they want to implement a more robust regulatory framework for managing IVF, but then also implement sort of these sort of civil immunity provisions, that might change things. But I think it is generally the new normal now to just see an increase in litigation.


    Griffin Jones (29:07)

    That civil immunity that was passed in Alabama, does that make it, would you say that that makes it harder to litigate reproductive health cases in Alabama than baseline now?


    Matthew Maruca (29:19)

    Yes, it does. Yeah. They, mean, in some ways, Alabama became one of the more favorable places to practice IVF after they changed that, after they changed the law.


    Griffin Jones (29:29)

    would have saw that one coming, huh? What types of cases are you seeing being brought forth? it stuff about gamete swaps? Is it just about a lack of informed consent? Like, thought that I had a 100 % chance of getting pregnant and then I had two failed IVF cycles. What types of cases are you seeing specific?


    Matthew Maruca (29:30)

    Mm-hmm.


    Yeah, I mean, look, IVF is a human process, right? And embryologists are working in the lab are humans and, mistakes can happen. A hand can slip and something falls out of the dish.


    there will always be some human element involved in the lab, which means there's almost always going to be some risk of mistakes that get made. a lot of the litigation revolves around just something happened in the lab that was unexpected. We've also seen things like folks bringing suits on consumer protection grounds. We had a...


    I had a claim that alleged that discussion, basically had alleged that the statistics, that SART statistics may have been misleading and that the failure to fully inform around potential success rates was effectively a consumer protection violation. don't see that necessarily as a


    there, there were definitely some legal questions about whether that is a colorable claim under that particular state's law and whether or not that really should have been brought as a medical negligence case that matter didn't get litigated to that, to that point. but, folks were getting creative about the types of, of claims. mean, you see, we see breach of contract claims. You see, you know, all relating to this sort of same issue around, you know, the loss of tissue of some sort.


    But you see a lot of creativity of the plaintiff's attorneys to bring any claim they think could possibly stick.


    Griffin Jones (31:16)

    What do you find that clinics, providers still aren't doing enough of to protect themselves or maybe advice that you would have thought would have been heeded by now, not your clinics and providers, obviously somebody else's, but what mistakes do you still see people making?


    Matthew Maruca (31:35)

    You know, I think the most important thing that clinics and providers and labs can do is take ownership when something has gone wrong and make sure that the patient is focused on the remediation and trying to get them pregnant, try to redress that situation as fast as you can.


    take owner, if you've made a mistake, I mean, I take ownership of it. I can't tell you how often I said, look, you know, your hand slipped in the lab. it let's, let's focus on doing right by the patient. Let's let's, you know, let's, let's do everything we can to get that patient, the child that they intended to come here to get. and not necessarily worry about the litigation, let the lawyers worry about the litigation, stay focused on the patient, stay focused on getting them to where they intended to be.


    And I think if providers take that approach and try to maintain trust and care with the patient and stay focused on the patient, that can work wonders for risk mitigation when it comes to litigation.


    Griffin Jones (32:37)

    feel like that's an insight that I wouldn't necessarily expect from Allura because maybe it's counterintuitive, but I would think that many providers would be worried about incriminating themselves by making it right. they're worried that, oh, and now I'm just giving them plenty of evidence for their discovery if they come back to sue me.


    Matthew Maruca (32:51)

    I think.


    Right.


    And that's the fine line you have to walk. sometimes it's hard to do an honest mistakes. They happen all the time. And I don't care if you're a huge lab or a small operation. mean, mistakes are going to happen. And I think patients understand that.


    And if you take the steps to say, am so sorry, we obviously try to do everything we can to avoid this, but this is what happened and this is what we're gonna do to fix the situation for you and make sure that you take ownership of it and you try to it right by the patient. I think that outweighs the...


    in most cases, not every case, but in most cases, that's going to outweigh the risk that you have of some negative inferences in the litigation from having taken ownership of it. I studies have shown that patients are much more likely to litigate against providers who appear that they don't care or are evasive around things that went wrong. And they're much less likely to litigate against


    a physician that likes them and is really trying to do right by them. And so I constantly tell our providers, please just take care of that patient and make them feel the love. mean, call them, follow up with them until they're almost annoyed that you're giving them too many touches. Because at the end of the day, we're in a service business. We're trying to help them build their families. I know from...


    From Inception's perspective, we really try to stay focused on the patient experience. so when that also extends to if something has gone wrong and we try to stay focused on the solution, stay focused on trying to the family that that patient wants.


    Griffin Jones (34:49)

    How about consents and contracts? When you walk into a new practice, you feel like, okay, they've really buttoned up from what I used to see when I walked into a new practice six or seven years ago, or are there still common mistakes that people are making with their contracts, their consents, and if so, what are those?


    Matthew Maruca (35:07)

    That's a question. I think SART has done an excellent job. And I think most places really default towards the SART consents. think it's the, where I think sometimes things can be lacking are those outlier situations where you have...


    some unique situation that just doesn't easily fit into a consent form. And so I think you just have to deal with those sometimes on a case by case basis. My team at Inception, we sort of are routinely called upon to craft a consent form on a sort of one off basis. I will say the thing that I think that is the most important in drafting consent forms is to use plain language.


    I've often come into a situation of, you have looked at a form where obviously the, whether it's the lab, someone in the lab or a physician has drafted something to use that is, you know, very scientific, very medical focused. you know, the informed part of informed consent means that, you you really need someone to understand.


    Griffin Jones (36:12)

    that the other person is picking up what you're putting down.


    Matthew Maruca (36:14)

    Yeah, it's not just a question of having all the right stuff on the page. It has to be presented in a sort of plain language. And so a lot of times, you know, from our process is, you know, start from the complicated and then try to summarize that into a way that's really digestible that anybody that that picks this up should be able to have a good sense of what the risks and benefits benefits are. And I think I think


    you my recommendation would always be you should be fulsome in describing, you know, the risks and benefits, but you should also really be focused on making sure it's in plain enough language that the patients can actually understand it. Because I think you run the risk of it being so technical that, you know, it just becomes a signature on a page and it's not really informed if it's not easily understood.


    Griffin Jones (37:05)

    Many of the people listening are practice owners and almost all of them, if they're independent practice owners, won't have in-house legal counsel. Do you recommend a sort of routine legal audit, quarterly or semi-annually or annually, you might do forensic accounting once a year to have someone make sure that your books are actually balanced and that


    that nobody's stealing from you and that everything is actually accounted for, you might do something like that with cybersecurity. Is there an equivalent to that in law that you would recommend to practice owners? And if so, what are they doing in an audit like that?


    Matthew Maruca (37:46)

    Yeah, that's great question. I mean, I think taking a look at your consent forms every couple of years, you know, making sure that, you know, if SART has updated their forms that you, you you implement an update based on that. From a risk mitigation perspective, you know, I think really focusing on having a good QA, QC process in the lab and working with your lab directors to make sure that


    that you've, you know, that, that as issues happen, that you're taking corrective action, that you're updating protocols, routinely, and that you're sort of learning from your mistakes that you're implementing, you know, the best practices you can, in terms of, you know, monitoring tanks in terms of, of, of just processes within, within the lab with documentation within the lab.


    and I, you I would encourage, you know, one of the great benefits that we have as, as a large network is, you know, our, our, our lab steering committee is extremely active. Our lab directors, you know, meet regularly, they share best practices, they develop, you know, you know, protocols. and so if, if you are an independent, you know, I would make sure that you're still plugged into the industry that you, you you, you have conversations and, know, obviously you've got to be careful around.


    know, privilege issues if there's mistakes, but at the same time, you know, I think, you know, sharing and learning best practices can be, you know, really helpful. And having a good, and then, you know, in terms of, you know, for preventing issues and then having a good, you know, a good approach to if something does go wrong of knowing how to, how to manage it. And like I said, going back to making sure that patient is


    you well taken care of, that you step in immediately to try to address the patient and get them back to where they expected to be. I think that, you know, having a good plan in place for those couple of things are probably the best risk mitigation approaches that I could recommend.


    Griffin Jones (39:48)

    Are there things that individual providers can and should be doing to bring down their malpractice premiums?


    Matthew Maruca (39:55)

    you know, I would say having really good protocols around, you know, your discard protocols, you know, having it's, it's, to make mistakes in the, in a discard process, discard the wrong patients, embryos, or to discard the wrong, the wrong embryos, I would say having a really rigorous process to make sure you don't, have a forced error in that regard would be one place. Cause that to me,


    that's really entirely driven by the right procedures and protocols and making sure that your discard consent forms are really clear. You're discarding every embryo, all tissue stored after this date or these specific tissue or really not allowing lots to be split to be discarded, but having a really clear process for discards I think would be one place to just


    I could see that as a network, we've implemented a lot of protocols to make sure that there's double witnessing, that it's extremely well documented, that the documents are extremely clear about what is being discarded. So that's one sort of low hanging fruit area that can really, I think, mitigate a lot of risk. sometimes mistakes happen in the lab, but to have like


    To me, this is one where you can develop really good practices to avoid something that it's really hard to defend. If you discard the wrong embryos, there's no defense to it, right? So it's all about preventative management.


    Griffin Jones (41:23)

    Have these plaintiffs, attorneys taken a page out of the personal injury law firms in terms of their client recruitment and advertising and the way they price their services? Every city you see, hurt on the sidewalk, give me a call and there's an easy remember number and then.


    Matthew Maruca (41:37)

    Absolutely.


    Griffin Jones (41:44)

    It's you don't have to pay a nickel unless we make money for you. Are they doing the same things here where, you don't have to pay us a retainer fee. It's either you win. so that eliminates the barrier to entry or greatly reduces it for the client, that plaintiff. then are they targeting people with Facebook ads or social media ads or...


    there are other places where they're going after IVF patients to try to get these cases.


    Matthew Maruca (42:13)

    Absolutely. Yeah, all of


    the above. The playbook right out of personal injury. There's online ads, targeted media. There's contingent fee cases, so the patients pay nothing. It's entirely contingent on a successful recovery. So it's a whole industry.


    Griffin Jones (42:29)

    Are there ways that counsel for practices can deter that or maybe it's just your reputation and success record? Like those ambulance chaser firms look at you guys and they're that's Maruga. He's kicked our ass five times already. We're going to lose money on that one. Are there ways that counsel can deter those types of frivolous cases?


    Matthew Maruca (42:54)

    no, no, I don't. There's ways that you can limit the potential recovery, right? You want it, you know, I think the there that there's not, there's nothing you can do to stop, plaintiff's attorneys from, you know, wanting to develop a book of business or an expertise in a particular area. but I think the good risk mitigation would be to take care of the patient. Like I said before,


    And then make sure that you have a process in place for a QA, QC process, as I talked about before, so that you learn from your mistakes and that you don't have a repetition of the same sorts of issues, that you have proper documentation of protocols. If you have a protocol, you have to follow it to a T. And you can avoid the excess


    sort of damages that can come when someone has really competent counsel and they're going to look at all of your records, they're going to double check every protocol, they're going to make sure that you follow your protocols to a T, they're going to make sure that if this sort of thing has happened before that, if this is the fifth time that this mistake for this exact same thing has happened over and over again, they're going to say, hey, we should get special exemplary punitive damages here. This was egregious, right? This was


    No reasonable clinic would have ever done anything like this. And so having your sort of house in order from a QA, QC perspective, I think can limit a worst case scenario where you'd expose yourself to, you know, the kind of excessive damages that, that could really, you know, push out of business.


    Griffin Jones (44:34)

    whether it's potential litigation or the legislative landscape, as you look ahead, what do you want providers to think about? Maybe it's things that you find yourself having to continually remind them of or misconceptions that they might have that you need to educate them about, or maybe it's something else. But as you look ahead, what do you really want providers to be conscious of?


    Matthew Maruca (45:01)

    You know, I've in the last couple of years and in the last six months in particular, I think the public policy space has been has been a real area of focus for me. And I think I go back to what we kind of talked about at the beginning of educating and being a a resource for patients and others out, you know, who are looking at IVF and maybe don't have


    expertise in the area and might, you know, draw conclusions about what we do that aren't necessarily accurate. And I think, I think being, you know, being educators to, to everyone that, touches, you know, IVF, I think is a really helpful way. Cause I can't tell you when we've sat down with legislators and explained to them, you know, the reality of what IVF is doing. It's like a light bulb goes off.


    And they start to see that like, you're not, this industry is not like the Heritage Foundation would seem to suggest. Like this is not the Wild West. These folks are not out there just creating embryos so that they can later destroy them. So I think being an educator sort of at all times is really helpful. I think it helps with the patients too, right? Like you talk about the risk.


    mitigation factors, like setting proper expectations is really important for your patients. And that just goes back to being an educator about, what, what, what we can and can't do and what the likelihoods of success are. And that's going to avoid these crazy, you know, you know, you're going to have your patient in the right frame of mind. You're, not going to try to bring, consumer protection, you know, allegations against you. so I think, I think being a constant educator is, is really.


    be my, my, my recommendation, you know, across the board.


    Griffin Jones (46:45)

    Matt Maruca, thank you very much for coming on the Inside Reproductive Health Podcast.


    Matthew Maruca (46:50)

    Thank you very much, I enjoyed it.

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256 Fertility Doctors Are Burnt Out. 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.


Fertility doctors are burnt out.

Not all of them, but enough to warrant a real conversation.

Dr. Jason Yeh is a full-time fertility physician, a national medical director, an academic-turned-industry leader—and very much in the thick of this discussion.

In this episode, we unpack the often unspoken reality of REI burnout and why so many are struggling to stay engaged after a decade in the field.

In this conversation, Dr. Yeh shares:

  • What REIs think about exhaustion and disillusionment

  • Why the 7–10 year career mark is so critical for burnout

  • The impact of rising caseloads on quality of life (300+ cycles per year)

  • How Inception is trying to stay physician-friendly (and why autonomy matters)

  • Why executive roles don’t always protect physicians from burnout

  • His take on corporate vs physician-led leadership in fertility care

Whether you’re a newer fellow just entering the field or a seasoned provider feeling the weight of your career, this conversation is for you.


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  • Jason Yeh (00:03) we talk about burnout all the time, but there's a specific kind of burnout called moral injury. And moral injury is not like the, can't sleep and I can't eat and I'm just hating life. It's the, maybe this job is not ex. exactly like I thought it was, like when you go through training and then it turns into, you know, like, How many new patients did you see? How many IVF cycles did you do? And that just kind of on repeat, a lot of those skills kind of disappear into the void when it becomes part of the machine. a lot of these networks at the contract level are starting to sound very similar, the text, the boilerplate language, it's all the same, right? but the marketing campaign from inception is really different. And I think about sort of the honest journey of fertility rather than the of the, pictures of families and like, let's just throw 10 more pictures of families out there and let's make this sound like, bubble gums and unicorns. Like it's not like that.

    Griffin Jones (01:09) fertility doctors feel burnt out today like the good outcomes no longer outweigh the frantic pace high demands and low points of being an REI I decided on the title for the episode me not my guest Dr. Jason Yeh doesn't suggest that all fertility docs are burned out and he talks about how he went the other way instead of going into the lull but this topic is at the forefront of what so many of you are talking about right now I decided it needed a strong title this topic might hit especially hard for those REIs who are seven to ten years into their career. guest comes from that peer group, Dr. Jason Yeh of Aspire Fertility in Houston, also on the Prelude Inception Physician Advisory Board. He comes from academic medicine before that at Duke. He knows the startup scene by sitting on advisory boards of companies like Sunfish. He's a full-time clinician and now national medical director for the network. No wonder why he's talking about burnout. Younger docs, you get to use this conversation to think about to get the most out of your personal family and work life. Docs who are a little bit closer to retirement, I wonder what you think. Jason describes the lull that many REIs, particularly those in his life stage and age group are talking about right now. He shares comments from a fertility physician Facebook group from doctors who are exhausted and disheartened. He talks about how doctors start to feel when they have to do more than say very generally 300 cycles per year. solutions that different doctors offer to stay engaged, grit and perspective. Why Dr. Yeh thinks Inception Fertility is a good place to work to stay engaged and their attitude that family comes first. Why physician executive leadership isn't necessarily an advantage. and why corporate leadership is sometimes better at giving doctors autonomy. I think this conversation applies to almost all of us in the fertility field, but if you're a doctor that feels underwater or feels like you've gotten over that lull, I would love it if you sent me a quick note and I bet Dr. Yeh would too.

    Griffin Jones (03:37) Jason, welcome to the inside reproductive health podcast.

    Jason Yeh (03:40) Thank you very much for having me. It is a pleasure to be here. No question.

    Griffin Jones (03:44) So you have a full-time job. you decided to do something on top of your full-time job. Why did you decide to do that?

    Jason Yeh (03:46) Absolutely. know, I'm about 10, 11 years out, and I think. to speak personally and also personally about some colleagues of mine, which I won't reveal their names, but there is sort of this lull, I think that's very common amongst physicians that are seven to 10 years out. I don't want to speak for everybody because everyone's got their own life, but you know, this particular job, you know, with any job, I think there's a lot of learning that happens, but at that seven to 10 year mark, I don't know what it is. but there is this feeling and I want to make it sound more positive than negative, but I'm sure the words will come out sounding more negative, but it's just kind of like, is this it? Is this all there is? Because the care is great. You know, the outcomes are great. You really feel partnered with a patient helping them achieve their dreams, literally complete their family dreams. But I think, you know, when you're doing something like hundreds of cycles, a year and you some days it could be dozens of transfers a day. There might be something that you're looking for. And this is often that time where you look around and you say, well, what else could I contribute? Because we were raised by a whole generation of academic physicians that kind of left their mark on the field. And, you know, I'll share also another kind of personal ish thought, you know, there's a Facebook group actually of fertility doctors and You know, we share all kinds of clinical questions, a lot of it's anonymous. So, you know, protect privacy and all that. But one of the most touching posts actually happened a few months ago where physicians were just kind of talking through that emotional burden, emotional stress that this job can give you. And the sense of whatever you want to call it, transference, where you take on the emotions of all of these outcomes. It's very easy to bring that into your own mind, into your own life. And some physicians really can struggle with that. And I think, you know, whether it's to create a more durable physician, someone that has more career longevity, whether it's professional purpose, you know, equipping yourself for that side of the clinical care, but then also finding some way to contribute back meaningfully to the field that could be very special. So there's something that happens at that seven to 10 year mark. And I think in these corporate networks, I really do feel like that may actually become even more front and center as the years go on because I've seen different practices just sitting in my same city and my same job. I've seen the transition, but we're about to see, I think a lot of jobs or a lot of fellows join a practice and maybe their, their entire career will be spent in these corporate networks. And there really needs to be a carve out for these professional developments.

    Griffin Jones (06:37) So do you think at that seven to 10 year spot that it's often the case where people, they want to avoid the lull so they get the itch like you do and then they move on to something else or you think that the lull is what happens to many people at that phase where they just kinda say, I guess this is it now and then they just kind of go on autopilot?

    Jason Yeh (07:00) I think it's a personal choice. think, you know, as with many things, you either choose to dig in or dig out. And I say this with affection, but you know, you can drink the Kool-Aid from one cup or the other cup or whatever purpose you find. But I think I want to share, if you don't mind, I'll read out. Actually, I prepared this as a separate thing, but I'll read the Facebook post and there's no names attached, but I think it's very special to hear and might give you an answer. So this was the first post. It said, I'm a decade into working at an IVF practice and have been struggling with burnout for the past year. There is increasing inertia to come to work. The positive pregnancy tests don't bring me quite the spark they used to. I also internalize the failed cycles and worrying that a lot of the growing numbness is a sign of burnout as well. Our high stress and demanding patients can be challenging. And then here's where maybe the answer to your question shows up. My salary is needed to support our family with two young children. We're under corporate management, but I have maintained a reasonable work-life balance. And although more time off would be nice, I dabble in a few consulting projects to keep things interesting. I have many hobbies. I want to last another 15 to 20 years. What are some strategies to keep us going? And that thing just blew up to the point where it was touching. you know, that summary of feeling, I don't think everyone feels it. But in my own job, think if I were to be honest with myself, I definitely felt it around year seven, eight. And it was a conscious choice to say, do I dig in or dig out? Do I think of this as an autopilot like robot job and find fulfillment in the small areas or can I find professional purpose? And I am a little bit lucky because our corporate headquarters are happening, you know, they're in Houston. So I'm well connected to that corporate team and I've found them to be, you know, great resources, fun people to hang out with. creative minds. So that's been great for me, but I think every physician kind of has to make a choice.

    Griffin Jones (08:55) Do you think that's a generational thing? I want to talk about the workforce writ large, but I also want to talk about REIs. You've been doing this for 10 or 11 years that you've been in practice. When you think of those docs that were maybe closer to retirement or those docs that were 10 years older than you, were they working less hard than docs today? Were they working harder? it nets out at about the same. So I'm wondering, so many people feel burnt out today, but I'm wondering, is that an increase in workload and it's more than it was before, or is it something else?

    Jason Yeh (09:35) I mean, I don't necessarily think it's a difference in work hours because the hours of the job are reasonable. And I think we're blessed and lucky to be in a specialty where most of us are walking around at three o'clock in the morning in a hospital operating, right? And there are many jobs in medicine that still require that. But I think it might be the pace of the job truly, because, you know, I'm talking to you from my home office. And in the throes of the morning, I got three monitors set up, you know, messages, emails, patients cycles, and it's just like clicking at a, at a pace that is unbelievable. Now it's not sustained over the whole day, but there's probably a good three, four hours where like, I couldn't really have a personal thought go through my head if I wanted to. And I think maybe it's the pacing of it. I also think, you know, burnout is a really interesting topic because I think a lot of medical communities, you know, call it the AMA or ACOG. Like we talk about burnout all the time, but there are maybe even more specific categories of burnout. I don't love this word because it sounds again worse than it actually is, but there's a specific kind of burnout called moral injury. And moral injury is not like the, can't sleep and I can't eat and I'm just hating life. It's the, maybe this job is not ex. exactly like I thought it was, you know, like when you go through training and you're going through labor and delivery and you spend three hours taking out, you know, some incredibly complex cancer mass with your cancer team, G wine oncology rotation. And then all of a sudden you show up with all of this training. mean, I'm, I'm, I would be remiss to say if all fertility docs graduating these days have world-class training and then it turns into, you know, like, How many new patients did you see? How many IVF cycles did you do? And that just kind of on repeat, there is a beauty to that. I will not deny that, but I think it may feel like the expectations didn't quite fit the job perfectly. And there's still a gap. think there's still a network responsibility. There's sort of a, it a field, call it an industry responsibility to help these super high charged. high powered physicians to kind of flex all those skills, whether they're leadership or clinical or research or whatever they may be, because a lot of those skills kind of disappear into the void when it becomes part of the machine.

    Griffin Jones (11:59) The pace is interesting. wanted to, I'm glad that you brought this up because one of the things I've been thinking about recently is that everybody's underwater and I ask people at every conference I go to and if I'm speaking, I ask the audience and I ask them to raise their hand and I say, if you just feel completely underwater, will you please raise your hand? And so there's REIs, there's practice managers, there's folks from the business side, embryologists, people in the industry side. How many people do you think raise their hand Jason? Nearly everybody.

    Jason Yeh (12:32) I mean, yeah, that's like asking if people are, yeah, does the Pope wear a funny hat? Right. Yeah, it's a hundred percent. Yeah.

    Griffin Jones (12:36) Right. Yeah, yeah. Do you breathe oxygen? Virtually everyone raises their hand. And then I'll ask them in private conversation, do you feel completely underwater? One of the reason why I ask is because it makes me feel better. It's just like, okay, the grass isn't greener. We are all feeling underwater. And then I think about, okay, well, why do we feel underwater? We make good money. We're way better off than...

    Jason Yeh (12:43) Mm-hmm.

    Griffin Jones (13:03) most people out there, were definitely, we have more opportunity than most of the people who came before us. But whether you're industry or you're a doctor, an embryologist or a business side, you feel completely underwater. And I think it has to do with pace and maybe even more specific, more specifically than pace is like the franticness of the pace, right? Like the multi-directionality of like, have to work on this and now I have to work on this and now

    Jason Yeh (13:27) Mm-hmm.

    Griffin Jones (13:33) I have to work and I've got these eight different competing interests that everybody is telling me is an equally high priority and and and I have a really hard time rank ordering those priorities because if I let even one of them slip there's gonna be serious consequences that ripple so can you talk about like do you like can you talk about the franticness of REIs and what they're feeling?

    Jason Yeh (13:55) Yeah, I mean there's so I want to take your pace and raise you actually, but let me say a few thoughts about the pace. You know if you believe Eduardo and Kate's research and say like OK, we're all going to hit 1600 cycles a year one day. You know these are publications in FNS. I mean who cares about our pace like we're about to quadruple everybody you know so we need to have mastery over skills and time to even accommodate for that. But I would also take it one step up. And this is sort of a concept that's taken from a fellows talk that I give at our sort of annual Park City retreat. And I don't actually think fellows are the perfect audience for this because half of them are first years, half of them are third years. And most of them are just looking at me like, okay, I get it. But I don't, I don't think they really get it yet. But it's this idea that our field, if you click on a website, go to any practice, You look at targeted flyers and Instagram ads or whatever. You would think that these success rates are incredibly good, like families everywhere, pictures of babies. And you kind of maybe expect a certain outcome when you pick up the phone or make that appointment. And there is data on this actually. So I would, I would love to ask you and if you don't want to answer, that's fine. But what do you think is the average patient? perspective on what a first cycle IVF outcome would be. Like what is the probability they think? That's a great guess. Apparently for a sample population, it's around 50 % is what they thought, which I think is fair. It's like a coin flip 50-50.

    Griffin Jones (15:30) Okay, I would have thought that the average person would have thought it to be much higher.

    Jason Yeh (15:34) I agree that that's actually my first observation is that I would agree. So now imagine that you are a fertility specialist and you're sitting in, you know, whatever city Indianapolis, Houston, Dallas, know, San Antonio, whatever. And you wait for a hundred IVF cycles to come in and leave. And after a hundred people do one cycle, what do you think is the total live birth outcome? for one cycle. And before you answer, would say, what do you think the real number is? And keep in mind, none of us have clinics where we're seeing exclusively 30 year olds or 25 year olds, right? We're seeing 38, 40, 41, 42. But I asked the fellows this, what do you think that number might be? And I think that might sort of back into the answers to your question.

    Griffin Jones (16:24) So it's live births per 100 cases. Jason Yeh (16:27) Yeah, live births per 100 retrievals, all comers in the clinic, all the patients that do treatments as published by SART.

    Griffin Jones (16:38) I would think that that's like 30-ish percent, and that's probably what the fellows say.

    Jason Yeh (16:45) That's a, that's a wonderful guess. A lot of fellows actually guessed higher, right? And so 30 % some clinics are in the low twenties. Some clinics are in the mid thirties, but really no clinics above the mid thirties. And so when you think about the pace and the frenetic energy that we have, I really don't think a lot of that frenetic energy is directed at the one in three patients that have a success. mean, those are the great cases. You do a console, you get a follow-up, you plan for your cycle. You get your retrieval, you get your transfer, boom, everything just moves well. And those are the patients where you're just like high five everyone. And you know, you advertise those patients, but unfortunately, you know, everyone's got something it's, know, low sperm and uterine polyps, uterine fibroids, know, recurrent pregnancy loss. The next thing you know, you spend a lot of time basically working damage control. And this idea of, of, basically helping patients cope, whether it's you know, unhappiness, sadness, frustration, billing, insurance, whatever it might be, these practice managers, I mean, they'll tell you they don't spend their time dealing with the happy patients. They spend all of their time basically putting out fires and that gap, you know, the 65 % that are unsuccessful. The first try, we just got to try again. And that's probably where a lot of this energy is spent. And there are, if I may get a little, philosophical here, right? This is not an old, this is not a new idea, I should say. There's an old timey philosopher, I think he was a Catholic priest at some point, but basically said that whenever a field pops up in medicine, it can feel like something has been commoditized. And so now we chase these outcomes, like, like patients become the outcome or cycles become the outcome. And maybe our field has sort of forgotten a little bit on what it means to. teach the physician how to help patients cope through challenges. And that's how we spend most of our time. And that's why I think it kind of answers the whole seven to 10 year fatigue because those tough outcomes, negative cycles, unfortunately it's, it's a lot of our time actually. Most of my day is not high-fiving pregnant patients. Most of my day is dealing with, you know, second opinions from other cycles. I literally saw a patient today who's failed 15 transfers, right? And trying to find, a North Star for that patient. That is all consuming for the patient and for us. so, yeah, think finding that balance of helping patients through, I got a good friend in St. Louis, he jokes that if you look up the word a swage in a dictionary, that you're going to find a picture of a fertility doctor. Because that's basically what we do is we help as swage people as they get through their, you know, reproductive journeys.

    Griffin Jones (19:28) to assure and to encourage, is that what eswayage means?

    Jason Yeh (19:31) Swage less encouraged but more to sort of help get through the neck, like band-aid up someone's feelings or band-aid up someone's challenges to make things better, to ameliorate, know, let's practice some SAT words here, right? To just improve the feeling around something. And sometimes it's not a swaging. Sometimes it's like, man, I don't think this is ever going to work with any mathematical possibility, but sometimes You really do believe that it can and we have to assuage the situation and help someone through it.

    Griffin Jones (20:05) So the seven to 10 year burnout that seems to be pretty commonplace, and I'm not just hearing it from you, I'm seeing it more. I'm seeing people, I'm seeing some people take sabbaticals or hiatuses at much younger ages than I would have expected to have seen that. There are some people that I think maybe are still kind of in the tire kicking phase, but some people that are really, really productive REIs in this space that have confided that, you know what, I might go be a medical advisor for some company for a couple years or I might go in a different field for a little while. And I think of what a loss that would be to the field, even if it were just for a couple years. And so you're hitting on something that's common. Have you heard that sentiment before as experts? by that Facebook commenter when he or she said the positive pregnancies or the pregnant families, that's not giving me the upside that it used to. Is that sentiment common? Have you heard that more often?

    Jason Yeh (21:14) do you know I I stay connected to a lot of friends around my years plus or minus a couple is just kind of how we grow up together and it's a very private feeling that we share to each other because it doesn't feel good to say that out loud right like this is.

    Griffin Jones (21:29) What is it? Is it like how pro athletes feel that losing feels worse than winning feels good? Is it that or is it something else?

    Jason Yeh (21:36) interesting. I I think it might be something else. I think in the busyness of the day, our greatest joy should be to celebrate a kiddo that comes to the office with their parents. That should be the greatest top-end joy for our field. But I can speak that when I have three patients in the rating room, two saline sonograms, And you know a bunch of unanswered messages on teams and then a mom brings in the kiddo and says, hey, can we just hang out with you for five minutes? 100 % of my brain says I would love to spend time with you, but 110 % of my brain is like this is a very difficult time in my day right now. If you had come at 530 or 7 in the morning, this would be a totally different story. And so I think maybe it's time, maybe it's pace, maybe it's more than that. but there is definitely a feeling to that. And I think, you know, the human mind is really accustomed to contrast and, know, unless you start to see, you know, many, many different parts of the field, you know, by 10 years, I mean, you're thousands and thousands and thousands of cycles in, you know, like things just don't necessarily phase you as much anymore. And that's good and bad, but I was talking to a younger doc in my own network and He literally asked me this exact same question without any of this context, none of this conversation and saying like, well, how do you get through a day when you've had all these negative pregnancy tests? Because invariably if you're going to do 20 transfers over two days, you're going to have a bunch of negative tests. And some of those negative tests will hit a patient that's had like 10 negative tests before. And you're like, my gosh, like how do you do this? And I, I asked him the question timeout, you know, are you telling me that you're personal fulfillment and your daily happiness is tied with your patient's outcomes. And he's like, well, yeah, why wouldn't it be? And I'm like, time out, you know, that is not sustainable. You know how I think we have the luxury of having great outcomes, but you would never ask that a hospice care, you know, palliative care doctor or an oncologist, they have a lot more training than us for how to deal with these tough outcomes. And I would say that much of our job until you are attending in a fertility clinic. We don't really have any of that training. And you know, the, the fellows talk that I give ends with a whole series of slides talking about how, you know, you should develop your skills as a communicator, as a speaker, as an empath, you know, to know what your own stress response is, because knowing that and being able to move through those emotions, can literally mean the difference between survival and not surviving. You know, it's, I'm a huge tennis fan and, and Wimbledon is going on right now. And I know everyone hates Novak, but I freaking love the guy. I love him so much. And, know, maybe he was a little immature in his younger years, but as an older person, he has these incredible interviews where he talks about emotional reserve and the ability to move through something. And that might be his, greatest gift is that something bad happens. He moves through it. And when someone called it a gift, he actually shut that interviewer down and said, this is not a gift at all. This is actually a trained skill. When I lose a terrible point, I have to let that moment pass and move straight on. Because if I perseverate on that, let it consume my minute, my hour, I lose the match and everything is over. And the same sort of learning fact, I think is true for fertility docs, because we see immediate highs and immediate lows like diagnosing a miscarriage at 12 weeks at graduation. And then it's a, a sad moment that no one can describe unless you're there. I mean, it is sadder than anything someone can imagine. Right. And then you have to pop out, knock on the next door and be all hyped up for the next patient who's going through a stim and cheer them on their egg retrieval is, is around the corner and things are going to go well. that. sort of emotional back and forth. think it can be very taxing if you don't know yourself well enough to go through those motions.

    Griffin Jones (25:46) So what you just described, some older generations and some cultures might just call grit and they might call tenacity. And I wonder how much of that do you think has been lost in the current generation and subsequent generations and is still needed? Because I think, yeah, I'm a millennial. I'm kind of like right in the core of the millennial years and I had grown up with a sort of notion that grit is this outdated thing and we should all be in touch with our emotions, we should all find our purpose and our passion and I think that for a lot of people that has caused a lot of unhappiness and one of the things that's really grounded me over the past few years is thinking why would I assume that we should all just have this magic purpose We feel so fulfilled and so happy all the time. Like what baseline, what imaginary world am I comparing that to when the baseline of reality is 200,000 years of poverty, oppression, war, starvation, like true human suffering for the most of our history as a species. I look at any of our ancestors, whether hunter gatherers or agrarians or those in the industrial age. They did not have it good most of the time and so if I think well I your job is to work for a certain period of time and you do the best by the people that you're serving and and you try to craft your skills so that you're having some self-actualization and and working towards building abilities and and and you manifesting more of it, but at the end of the day we are putting food on the table for our families and that life is pretty good compared to everybody else's, think like, yeah, to how with it if I don't feel fulfilled all the time? Just move on, just get on with it. So how much do you think it's like, it's just like, we need some more of that grit versus maybe some more of the tools that you were talking about.

    Jason Yeh (27:58) I mean, it's gotta be both, you know, grit is beautiful. You know, I'm the kid, I'm the only son in an immigrant family. And when you hear stories that my parents tell me about their lives coming to the U S yeah, they had grid, they had grid more than I'll ever understand. Truly. You know, I wouldn't survive with their skillset back then with the situation that they were in of that time of that place. It would be tough. But I think physicians have a different kind of grit. think a lot of grit is a physical mental grit that we've cultivated from training. think, you know, maybe we didn't have three day call shifts like they did 30 years ago, but there were weeks I worked 120 hours. It was tough. But I think grit is just the output. It's the product, but maybe our generation, ours and those younger, I would say, cause I'm also with the very, very sort of the oldest possible one ale out there. you know, there's probably a gracefulness that you could carry yourself in through the field. And I know it's very metaphysical conversation at this point, but you probably do have, we have skills that we can learn. We know so much more about mental health and balance and professional purpose and how to find, you know, harmony in your life between work and family. These are all tools that we can use now. How do we communicate? So doesn't have to be, this, this swallowing of, of frustration that then shows up in other areas of life. If you just buckle down and have that grit, maybe your work output is good, but that stress is going to come out in some other area of life, whether it's your interpersonal relationships or your health or whatever is going to happen. My friends are going to crack up when they hear me use this quote, but, so Timothy Chalamet, has this interview and he says, you he's talking to some interviewer, You know, he basically says, you can be captain of your fate and master of your soul, but life needs to come from you and not at you. And sometimes that takes time to figure that out. And I think this job, if you have a strange mindset and you just kind of walk in, like you're not really fully prepared, it will feel like a job that is just coming at you. Like, I can say in Houston, it's not, I mean, we've got a great model and I think we could always be busier and we got great support staff and I love my teams. All of that is great, but I can say it would feel physically uncomfortable for doctors to start hitting 350, 400 cycles. That's where I think life starts to sound crazy. And I look at these other doctors that are hitting close to a thousand and I'm like, I don't even understand how that's possible. Right? So life might be coming at you, but if you can figure out how to make life come from you, Maybe there's some gracefulness in that. I, I, I think that medical school, it's, kind of a weird, sad joke, but medical school probably identifies people with a bunch of hobbies and extracurriculars because they know you're going to have to give all that stuff up for 20 years. And then hopefully you have some sort of core identity to fall back on when you hit that 10 year mark and you realize as an attending, it's like, all right, So you've passed your boards, you have mastery over your subject, you've got great clinical care, maybe you've got a family surrounding you, supporting you, whatever life has brought you, but maybe you have to have some core identity to kind of help push you through those last 20 years as well. And that's great. I think it's a great model, but maybe it's more than just, let's just bear down and fight it through and push through, because we're all missing some grit. That's what I would say. And I should say a disclaimer, my wife is a clinical psychologist. So, you we talk about a lot of this stuff at home all the time.

    Griffin Jones (31:32) Speaking of clinical psychologists, do ever get to take advantage of Ali Domar and her work with Inception? as you're talking about, when you were saying oncologists get a lot more training, I'm like, yeah, nobody really trains fertility doctors on this stuff. And I was like, wait a minute, except for Ali. And she works for you guys. So do you ever get to take advantage of that?

    Jason Yeh (31:51) She does. She's been a great resource. You know, she is involved in some research studies and there is a stint where she was traveling around the clinics, basically teaching about empathy and all of that. I, I love the role that she plays, although I do think this is probably more of a personal journey more than anybody could teach you. I don't think you're going to get these sentiments from like a book or a seminar, you know, and I, I almost hate to say it, but maybe you have to go through the paces yourself to like feel the burnout and feel the moral injury or have something happen in your life. Or then you kind of come out the other side with a totally different perspective. And I think it's great. I mean, I've had, you know, and even residency, the residency is a time where there's a lot of, a lot of self-sacrifice. Let's put it that way. And I was trained by this incredible team of docs and the chairman at the time, it was a dear friend of mine and we still keep in touch at his graduation speech for us. The first thing he said is that you guys are the first patients that you guys take care of every day, like us ourselves. And like, you don't really know what that means, but now I totally get it because when you deprioritize self, and you are trying to climb whatever corporate ladder or whatever the case may be, it is tough. And, you know, 10 years in, that's probably when that burnout starts to settle in and you might have to ask some tough questions.

    Griffin Jones (33:17) If you didn't feel like there was another opportunity for you to get out of that rut seven to 10 years in, I'm guessing you would have found a different practice. What do you like about inception or prelude? What is it that you feel like they're able to offer people that are in that situation?

    Jason Yeh (33:36) Totally. So on one hand, I think a lot of these networks at the contract level are starting to sound very similar, you know, from what I gather from these fellows, the text, the boilerplate language, it's all the same, right? And whether or not it's actually true, I think a lot of these networks are starting to be very different. And you wouldn't know that necessarily as a patient, cause I see patients from all different networks and they come to us, whatever second, third opinion. And maybe they're a little bit shocked to hear that I have like a hot take on all these networks. but inception I think is unique because it's not necessarily led by like this whole cadre of physicians, you know, and there's nothing wrong with physician leaders. I got a lot of them in these different networks that I call personal friends of mine. But I think when physician leaders are at the helm, Surprisingly, there may be a lot of rank and file behavior, like this is just the way it is because we've got the experience and it kind of has to trickle down.

    Griffin Jones (34:35) Tell me more about this, because I think one of the criticisms that many people have about corporate medicine is that there's not sufficient physician leadership. You're saying there could be cons to physician leadership, if I'm characterizing correctly.

    Jason Yeh (34:35) part two. That's part two. Well, there could be, there doesn't have to be, but let's rewind back to academic medicine. Academic medicine since its beginning, or let's use a pun, since its inception has actually been set up where the more you publish, the more professorship you attain, the more academic rigor you have, somehow that qualifies you to lead a department. And all of us have these unbelievable stories of how you promote somebody who has physician leadership skills by virtue of them having 300 publications. And then all of a sudden a department or division implodes on itself. So again, not generalizing as a monolith that physicians make bad leaders, but I think there's just been this history that like physicians should make great leadership. they, they should be great leaders because they've done X, Y, and Z. And I don't necessarily think you know, corporate leadership necessarily that Venn diagram of skill sets overlaps with anything that a physician has spent the last 20 years trying to figure out how to do. mean, for God's sakes, we've spent, you know, 3000 hours a year trying to figure out how to dissect out the ureter. Like how does that translate to like leadership skills? You know? So, you know, these networks are pretty different. I also think that, uh, here's a hot take, you know, I feel that evidence-based medicine is challenging. And although it is a nice guiding light for our field, we are one of the main specialties in all of medicine that is sort of testing the limits of evidence-based medicine. And I would even say that the fallacy of evidence-based medicine has actually shown up many, many times in our field because, you you apply Protocol a over and over and over again, because the evidence tells you to, but all of us have these experiences where you start to try these things. And next thing you know, you have a better outcome than what the evidence actually suggests. And so again, just a hot take, but inception was sort of built around a corporate team. And because they are not physician leaders, they've been able to sort of raise up physician leaders, which is cool. And I was talking to, will, I will not mention the name or the network, but I was talking to a junior physician a couple of weeks ago and they felt like there was a lot of, sort of a walls around how they could practice that they had to do it this way. They had to do it that way. If they wanted to deviate, they have to run it up the medical board. They didn't feel like they had a lot of clinical agency or autonomy in their life, which I thought was interesting. And then I said, well, why didn't you think about joining our team? And they said, well, I just thought that you guys would all work the same because you guys have these corporate leaders. And I said, well, interestingly, I think it's the opposite of way around because we have corporate leadership. A lot of those clinical decisions are left in the hands of physicians. And that actually means that we have a lot of autonomy. Would you believe that in Houston, we have many different doctors that have totally different philosophies on something simple as Day three or day five to test or not to test, you know? And she was shocked to hear that. She's like, why don't you guys advertise that more? And I'm like, I don't know, but maybe we should because that difference between networks may not be clear until you're literally a physician within that.

    Griffin Jones (38:10) Do you think that has something to do with a leadership team that learns lessons, like, is willing to change? I have a little bit of a favorable bias towards your guys' leadership team, because I've done, and so there's a bias there, because I've done some business with you all, and I've done business with TJ, and there are things that you can learn about someone only when you do business with them. There are varying degrees of that, and I've never, like, gone and worked for you all, that's a different boat that I can't speak to. There have been times where it's just like, man, TJ did the right thing, that was the right thing to do. Lindsay, are there people on your, they did the right thing, and you can see them doing the right thing. if you had different people, would it be a very different situation?

    Jason Yeh (39:02) Yeah, I think, mean, you know, in many ways I ended up in this organization through almost no choice of my own. And I'm lucky that I did because it, you know, life could have ended up in any other different way, but the people that came before me made decisions to partner with this network and I'm happy they did. know, TJ and Lindsay are good friends of mine. And, you know, I think if you've, I don't know if you see these marketing campaigns, but the marketing campaign from inception is really different. And I think thinks about sort of the honest journey of fertility rather than the of the, you know, pictures of families and like, let's just throw 10 more pictures of families out there and let's make this sound like, you know, bubble gums and unicorns. Like it's not like that. And so, yeah, I've gotten to know them, you know, fairly well over the last couple of years. And I would agree with your assessment. doing the right thing is a big part of it. You know, I wish I could take credit for that part of it, but I just got here when I got here and I'm lucky enough to be in Houston.

    Griffin Jones (40:04) What did you tell, did you say anything to the person who commented on that Facebook post? If so, what did you tell them? If not, what would you tell them?

    Jason Yeh (40:12) Well, how about this? I did not post because I'm more lurking than posting these days, but I actually have some of the follow-up posts afterwards. And unfortunately, I don't think there are easy answers. I think it's just more facets of the same side of the coin. So the second post goes like this. Perhaps my biggest regret after 25 years of practice is that I was always working when my kids were young. I had an epiphany when some friends and colleagues my age or younger developed serious medical issues or even died. And I decided to take the time to pursue the things on the list before it's too late. Who on their deathbed says, wow, I wish I did another retrieval. Post three, thanks so much for posting. You're definitely not alone. A few years ago, my older son said, mom, you're here, but you're not here. And that's when I knew I needed to make some changes. I had started to feel like a warm body in private practice and that is not how I wanted to feel at all. I switched to academics. I also launched a fertility coaching practice, which has been my passion project. And I also believe my purpose and legacy. Last year he said, mom, you're back. I feel it too. And I'm so grateful. The posts go on. I mean, they just go on and on and on. And I think the moral of the story when I zoom out is that there's not some sage advice that I could give these people and say, like, if you follow these steps, you won't find burnout or you'll get through your burnout. Like, I don't think that's a journey that I can call for anybody, but I think sharing these struggles publicly and bringing them to light, that's sort of step one and sort of knowing what signs to watch out for, having a plan in place before maybe the seven to 10 year mark. Because if you start to see those signs, it's not like this panic and be like, I have to quit my job. I have to change practices. I have to move cities. I have to switch to academics because I don't think that's necessarily the solution either. But if you know, and you can equip yourself and prepare and maybe dovetail your life where you've got whatever professional development, hobbies, clinical care, I think that's the most we can all hope for is some sort of graceful entrance, know, a great career, and then one day hopefully a graceful exit. But yeah, it's a personal thing, I would say.

    Griffin Jones (42:25) Maybe a non-REI needs to say this because, as you mentioned, there can be a sentiment of the positive pregnancy tests just aren't getting me over the hump in the same way that they used to. And it sounds like that thought is present there where you get to the end of your career and you're thinking, will I ever regret not having done one more retrieval? And I think for somebody, they're gonna be saying, thank God that person did one more retrieval. It's someone's grandkids, someone's children, nieces, nephew. they are thinking, thank everything good that that person did that retrieval instead of not doing it. maybe they don't know to think of it in those terms because they don't know what you all are going through, but they do feel that at some level, or it's at least true at some level. If they were forced to think about it, it's so meaningful. I think, yeah, you're not gonna get to the end of your career and think, well, I wish I spent a little bit more time on YouTube. I wish I watched a couple more Netflix shows. I wish I...

    Jason Yeh (43:34) I love YouTube, by the way.

    Griffin Jones (43:36) I can get sucked into it too, but I realize that there are things in the middle that you have to declare war on. we all say, we all say like, well yeah, if I took this one more meeting, I'm not gonna get to my end of the life and regret that. But I would regret if I didn't build something, if I didn't push myself to the limit of my skill set, if I didn't build something that provided a really good livelihood for my family, I would regret that. And on the other hand, I would absolutely regret if I didn't spend enough time with my children if I didn't develop these hobbies outside of work, if I didn't get involved in these community activities. And so then the thing that we really regret at the end of our lives is anything that's not in those categories. Like anything that isn't an instrumental good or an inherent good is something that needs to go in the garbage. And very often that's the fantasy football, that's the video games, that's the happy hours. And I'm not saying anything against people can do those in more meaningful ways, but we all have a middle in in the society we live in where we've got multiple opportunities and multiple distractions and you gotta wage war on that. So that's the stuff that's gotta go because we have to work hard, because we have to do other things in our personal and family lives. What do you think is the most important thing for you to hang on to? When you get to the end of your life, what are you saying that, yeah, I'm glad that I didn't do any less of that?

    Jason Yeh (44:58) Yeah, I mean, you know, even before I answer that question, I think this job has given us all so much this field, the subspecialty, whatever you want to call it. And, you know, I would still say it's the best specialty in all of medicine. You know, our worst, most boring day, like you said, we're changing lives and. Maybe it's easy to forget that because we are increasingly spending more time in front of a computer screen and less time doing the scans, you know, at bedside. Consults aren't necessarily life giving, I would say, because this job is a professional speaking gig. You know, you're only as busy as how quickly you can talk and there's just a lot of talking to be had. So, you know, how many hours a day can one person. You know, so it can feel like you're using a lot of mental energy to get through this, but that's sort of the downside. The upside is that this is a beautiful specialty. I'm lucky to be here and there are many versions of life where I wasn't lucky enough to be here and I'm fully aware of that. But you know, in terms of, you know, what I think are the most important things for me, I mean, I have a family that I love. think a lot of the inception team will say this too, that family comes before work. And, you know, when we have business meetings, there is a priority to sort of hopefully if possible, shut things down so we can all see each other's families and kids and put them to bed and all of that. Because, you know, I think in the seven to 10 year stage and probably before probably one reason why there's a burnout at seven to 10 years, Those are incredibly difficult years personally as well, not just professionally. Those are often years where you're, I don't know, trying to buy a house, trying to like raise little humans. Maybe you got one kid, maybe you're two kids, maybe you have three kids and you happen to be a female and society has unfortunately pushed a lot of the child raising responsibilities on the female partner, even though they're also physicians, right? It's like all of these things can really start to wear, but then you realize in your forties that This is this beautiful sweet window of time where your kids are young. They're not going to be young forever. And maybe time with them is really precious. And I would never regret another minute with my family, even though my two kids do fight as they should. But I also think finding that professional fulfillment life is about contrast. And I don't think I would be as good of a parent if I didn't have a professional life. to sort of engage my intellectual side and I wouldn't be a great physician without being a parent and knowing what some of these families are trying to achieve because I know it's so sweet that that final destination that they're after to see two people or one person or whatever the story may be that they're chasing this dream of a family. And I just know like, why, why did the universe make this hard for them? Like there'd be great parents and that really sucks, but maybe we can help them, you know, get that dream. So I think it's really special, but Yeah, I think the moral of all of this is that it's such a personal journey for each individual. And I think there's a lot of power in sharing these stories, knowing that physician burnout can be real, whatever you want to call it, moral injury, and that we give a lot of our lives to medicine. You know, if life was 300 years long and you sacrifice 35 of those years for medicine, all right, whatever, you know, that's cool. But life is not that long. But most of us are in our mid thirties before we start our first jobs. And that's wild. It's truly wild. So.

    Griffin Jones (48:36) I've been enjoying getting to know you the past couple months, Jason. I'm glad you came on today. I'm definitely gonna have you back on because I know that you have captured something in today's conversation that's gonna resonate with people. So I'm gonna have you back on the podcast to talk more in the future and I look forward to it. Thanks for coming on the show.

    Jason Yeh (48:55) Thank you for having me. That was super fun. We'll take care soon. a lot of these networks at the contract level are starting to sound very similar, the text, the boilerplate language, it's all the same, right? but the marketing campaign from inception is really different. And I think about sort of the honest journey of fertility rather than the of the, pictures of families and like, let's just throw 10 more pictures of families out there and let's make this sound like, bubble gums and unicorns. Like it's not like that.

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255 Explosive IVF Patient Volume and Care. What Top of License Really Means in REI. Dr. Mark Amols

 
 

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 if your clinic could see 80 new patients while saving 80 hours of physician time… per doctor… per month?

That’s what Dr. Mark Amols and his team at New Direction Fertility Center are working toward—while maintaining a 9 out of 10 rating across hundreds of patient reviews.

In this episode, you’ll hear:

  • The top-of-license model (From REIs to admin staff)

  • How to structure visits to dramatically reduce physician hours

  • What operational efficiency really means for patient experience

  • The role of cost, time, and medications in improving access

  • Why combining new patient and follow-up visits might be the next major shift in efficiency.

Dr. Amols proves that operational excellence is not the enemy of humanity in medicine—it’s what makes it possible.


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Discover the Solution Now – Learn about our current medications including the Ganirelix Pen as well as our pending clinical trial follicle-stimulating hormone (FSH) medication. Help more patients start and complete their IVF journey

SEE FERTILITY PRODUCTS
  • Mark Amols (00:03) we see somewhere around 80 patients at least per doctor per month at least. So it would be 80 hours we would save. So now we can get more in. We don't have a long wait list anymore. That's the problem. That's why I talked about bottlenecks. Where's the bottleneck? A wait list. If you have a wait list, then you have a problem. Your REI doctors don't have enough time.

    Griffin Jones (00:33) I won't feel sorry for those that don't take advantage of today's episode. I'm always sorry to see unnecessary suffering and the fantasy of I told you so is never actually sweet in real life. But those who resist IVF becoming a high volume field of medicine have had ample warning. If you're the REI, you're the one who should be making decisions about what's necessary for quality of care, not some business person. But if you think quality of care is sufficient with the status quo, it's not. 90 plus percent of people who need IVF can't get it. This is probably the fourth time my guest has been on the program. First time he came on was with Drs. Kilts and Magarelli during a sold out live episode during the pandemic. Since then, he's grown his practice, new direction fertility center to multiple physicians, thousands of IVF cycles. It's a very viable business. He's figured out a way to do that, providing IVF at a much lower cost to far more people. If you're a clinician, you can judge the clinical quality, but he's doing something right because their practice has a nine of 10 rating from hundreds of positive reviews. Each subsequent time he's come on the program, he's given more actionable advice. Today, Dr. Mark Amols applies the concept of top of license, not just REIs, but to everyone in the practice. He goes through what every level should and should not be doing, REIs, OBGYNs, nurses, medical assistants, and administrative staff. How many new patients Do you see a month? 20, 30, 40? Dr. Amols tells me he and his docs see 80 new patients a month each. What is he trying now with this top of license concept and some new tools? Combining new patient and follow-up visits to one 30-minute visit. How many hours does Dr. Amols think that's going to save them? Up to 80 hours per month per doctor. How many more patients could finally get IVF? If everyone did that, how many more babies would be born? How many people would finally get to be parents after years of wasting money, feeling like crap, not being able to afford IVF, not being able to get into a clinic? If more people did that, what could you do to globally improve operations in your network if you finally had some of that time back to sit, think, and work on the big picture? I asked Dr. Amols about a company he likes called Meitheal Pharmaceuticals. They're not new, but maybe they're new to you. And Dr. Amols shares why you might call your pharmacy and ask them if they'll carry Meitheal's products because medications have to be included in the conversation about access to care. Definitely don't try to spell it. Just remember the name Meitheal I'll of course have Dr. Amols back on because he clearly shows that operational efficiency is not contrary to, but necessary for increased humanity in the delivery of care. I want to hear what you think about the show. Enjoy.

    Griffin Jones (03:50) Hailing out of the great state of Arizona, coming back to Inside Reproductive Health for at least a fourth time, I think. Welcome back, Dr. Amols. Mark, it's good to have you back. You planted a bug in my head the last time that we spoke. I don't know if it was a year or two on the podcast, that is. And we're talking about top of license. And we talk about top of license a lot in the field. We're almost always talking about...

    Mark Amols (04:01) Nice to be here, Griffin.

    Griffin Jones (04:17) the REI, the REI should only be doing those things that the REI has to do. you got me thinking about it's not, it doesn't end there. Like if it ends there, then you're not really picking up that many gains. You have to go all the way through the practice, all the way down the accountability chart that everybody's working at the top of their license. Tell me a little bit more about that concept.

    Mark Amols (04:46) Yeah, we were, I remember which episode was we were talking about how to reduce cost. And one of the things that came up was this idea of having people in the role that you could have someone else in the role for less cost. And so this is where that top of license, you know, discussion came up with. And so when we first started doing it, it was more about, you know, not having someone like a nurse room patients because I could pay someone less, but more important, putting people also in the best position to be able to help our patients, make them feel more confident with the people they are. And I think part of the thing we want to talk about is, you know, what are the difficulties that come with that? You know, because obviously there, you know, people want to do everything. They like being able to do a lot of stuff, but obviously it's not very cost-conductive to a clinic. And it's also, it actually slow things down.

    Griffin Jones (05:41) So is it more helpful to start at the top of the accountability chart and thinking about the REI and work our way down or should we start with the person answering the phones at the front desk?

    Mark Amols (05:53) Yeah, I think the most important part here is this kind of bottleneck effect, right? So in your clinic, there's a point where there's a bottleneck, wherever that is. So for like me as a physician, there's only so much time in the day. And so if I'm wasting my time doing things that someone else can do at less cost and more efficiency, that doesn't make sense for me to do it. So I don't think it just starts at the physician, but I think that's the most expensive spot and the one with the with the biggest bottleneck, right? Because I mean, right now everyone is dealing with issues of, you know, seeing enough patients. And what's unique about our field is there's a lot of rapport that has to be created with the patient. And so we're even looking at like a company, for example, LEVY Health. We're looking at them now to actually talk about top of license. I'm sitting there intaking the patient, basically, asking them about their history, making sure things are correct and stuff. And now we're thinking about using this company to do all that for us. So when they come in, I'm basically just building a tiny bit of rapport and starting off by discussing what the treatment should be. And you're actually trying to get rid of one of those steps. it's a little bit different than the top of license, but it's still that same principle of, we maximizing not just what we can do and how well we can do it, but is there someone else who can do what we're doing so we can just focus on what we're doing? And we see this throughout the whole field, right? mean, people are talking about OB-GYNs, you know. ⁓ doing retrievals and stuff like that. a lot of people, I know it's a very controversial position, but in the end, it is gonna allow clinics to be able to see more patients because there are certain things that you don't physically have to do as a fertility doctor. And so I say, yes, starting at the top is the most important. And just because there's a limitation on doctors, right? Same thing with embryologists. If you have your embryologist and all they're doing is paperwork all day, then you're basically limiting how many cycles you can do. because they're bogged down with paperwork. And so here's something where you can actually go and hire someone just to do paperwork. And then that way they can focus on being embryologists and can get more work done, which allows your clinic to be more efficient and usually even save money because paying an embryologist to do a lot of that stuff isn't very cost effective. Now, if you're a clinic who's doing very few cycles, like a boutique clinic, it doesn't matter. Right, you're probably sitting around all day or something like that. It's not a big deal, but if you're a clinic where you have bottlenecks, definitely work at the top of licensing and help your clinic in many ways.

    Griffin Jones (08:23) What are those things that you were doing maybe earlier on in your practice or maybe when you were a fellow at Mayo that you felt like I shouldn't be doing this?

    Mark Amols (08:34) Well, think everything you do as a fellow, you probably shouldn't be doing nothing like 10 % of what you do is your REI and the rest is scut work. But you bring up a question, I think as a physician, like I'll give you an example. One of the things I worked at a couple clinics. So I worked at a prior clinic with a great doctor named Dr. Kate Dumpetel. And when I worked with him, one of the things we did is we would do a lot of these visits that didn't make a lot of sense. I know they made money, but the one thing that you should never try to make money on is just your time. It's a waste.

    Mark Amols (09:04) We're not lawyers here, so our time is the one thing we don't want to charge on. We want to charge on procedures. And we would spend time going over a lot of what we the fluff in REI. That's the, know, explaining them how the IVF cycle is going to go, explaining them how the medications and stuff like that. And we would do this. We would call it an orientation visit, and we would go through the entire process with them. And I realized one day, I this doesn't make any sense. I didn't go to school for this long to explain something that any nurse can probably even do better than me. I'll have better bedside manners than me. And let me let them do it. And we did that. And not only was patient satisfaction elevated, but we were more efficient. I could see more patients now, because now I had more time. And so that's one of the examples where I feel like even at another practice, that was very helpful for us. We've made some other major changes in our clinic and we constantly look at those factors of, we see more patients? What's the amount of time we're putting on that? How much time is being wasted? Another example was, when we first opened, everything was through phone calls. And listen, a lot of people love phone calls, and I get it, I would love to talk to doctor every single time too, but it's a lot of phone tag. And having my nurses have to constantly be trying to call people and go back and forth, it made more sense to go to a system that was more of text messaging system. And then once we switched to that, all of a sudden we had more time, my nurses had more time. And so all of those steps are all just to make sure everyone is able to work efficiently. but also be able to work at the top of their license. And now my nurse is gonna focus on ⁓ educating and making sure cycles are going well versus playing phone tag and basically on front desk.

    Griffin Jones (10:40) In case it isn't obvious, why should doctors focus more on procedures and charging for procedures as opposed to charging for time?

    Mark Amols (10:49) I mean, I there's a couple of things about that. I mean, the first is, again, amount of revenue. You're never going to be making the maximum revenue you're going to do. And again, I understand a of us don't care about money. I don't either, but I still need to pay people and I still need to have a successful business. And so part of it is that from the revenue standpoint, there's only so much you can charge for your time. There's some special doctors out who charge $1,000 for an hour. That's great. And they may do well, but for most of us, you know, we're not going to make as much. Whereas if I do a procedure, I can do, for example, a sonohistogram or HSG, which takes me eight to 10 minutes. And you're making somewhere between four, $600. But you know, if you're doing a consult, you know, you might make 250, 300 of your clinic charts a little bit more. It just doesn't make sense. And you're spending 45 minutes to an hour talking to them in an appointment that you can possibly do in about 10 minutes. Almost every single fertility doctor, guarantee you in about 15 minutes can tell you exactly what the patient needs just by looking at their chart. But the problem is that's not how the medicine works. Patients wouldn't like that. So instead we spend some time, we talk to them, we make them feel good. And it is in some ways a waste of our time, but it's necessary. I'll give you an example where we haven't changed. So if we were a smart clinic, one of the things we would do is we would stop doing our ultrasound. So as physicians, we do a lot of our own ultrasounds during IVF. It's not the best use of our time. We've looked at things like cycle clarity and stuff like that, maybe to speed it up, but in the end, it's not the best use of our time. But the benefit to the patient and the satisfaction to the patient is so high that we realize that five minute interaction is enough to sell the patient. feel like, man, like this doctor's here with me. They feel like they're the only patient at that time. And so we've kept that. But we do realize that does take some of our time. So that's a situation where we aren't working at the top of our license, but we're doing it for a different reason.

    Griffin Jones (12:49) I want to ask more about that example because Tom Molinaro from RMA brought up the same example in an episode as well. And I was a little bit curious about it because if I'm a business guy that's coming in and not letting doctors make decisions and just saying, let's do this for efficiency, that's an area where I'm saying, don't be doing ultrasounds. And it sounds like that five minute impression is really, really important. Dr. Molinar was expressing a similar sentiment to what you said. I look at your reviews though, Marc, and they're really good. I don't know what your net promoter score is, but I can see from Google Fertility IQ, talking a 9.1 out of 10 on Fertility IQ, 4.6 out of 5 on Google. And it's not from... five reviews either. You got 159 Google reviews on Google. You've got 131 reviews on fertility IQ. And those are like actual numbers. Like anything above a 4.5 means that they are advocating for you. It's the equivalent to a nine or 10 on the net promoter score. whatever you're doing, like you've clearly been able to... That personalized attention you've been able to somehow scale that through the rest of your team. Why don't you think you could do the same thing with an ultrasonographer or a team of ultrasonographers?

    Mark Amols (14:20) Yeah, so I've had an ultrasound before and again, you are right. If I put my business hat on, we're done for doing ultrasounds. We are. I think, know, psychoclarity, that's a great option for some places where one person does all the ultrasounds and we've actually considered that. One of the things we considered was instead of doing the ultrasound, having the patient do the ultrasound with an ultrasound using like a psychoclarity. And then we come into the room, they go into a separate room. We can talk to them for two, three minutes, tell them what we found, answer any question, let them go on. So that is something we're actually even considering right now, but we're testing it. You know, I actually talk to patients sometimes, I ask them what did they think? And they said, no, they'd rather see us. So part of it is, you know, when you're running a business, as you said, to keep that kind of high scores and people's satisfaction, if you get pregnant, you almost don't care. But the people who don't get pregnant, The first thing I always hear from them is, I've never even saw my doctor. I've talked to you more today than I talked to my other doctor. It's a big thing that comes up all the time. So patients really appreciate that time. Unfortunately, that consult, we were talking to them, but they want to know how things are going and there's ways to do that. So one of the things we did, again, top of license we're talking about is instead of every time something's not going well on the ACG or with the reports on the embryology reports, We've actually had a nurse practitioner who takes over a lot of that. And we've had great patient satisfaction because she can answer all those questions, which reduces the amount of questions we get. Whereas prior to that, if someone had embryos that weren't very good on day five, mean, my phone would be getting blown up by, the patient wants to consult right now, they're worried about this. And now we put someone in a position that can answer a of those questions and reduce the amount of time I have to put into that. ⁓ back to the point that you were saying, there's that balance, right? You have to have that balance between quality and efficiency. And again, there's gonna be a point where maybe we won't be able to do all the ultrasounds, but right now we can. My favorite example, I would say, of top of license was medical assistance. Every clinic has to use medical assistance. I see a lot of doctors sometimes use nurses and medical assistants, which again, horrible idea. way too expensive to have someone come in a room with you and stuff like that. ⁓ So medical students are really good. You can teach them, they can get great at everything. And sometimes we think of them as kind of, I don't want to say the lowest on the totem pole, but when it comes to education, the amount they could do, they're definitely on the lower side ⁓ for about the knowledge base. But in reality, they still have a lot of knowledge base. And so we started realizing, what are they doing that doesn't make sense? And so we realized putting people in rooms. We realized that it doesn't make any sense. They're spending their morning rooming patients, putting them out. You can teach anyone to room a patient. And so we did that. We started a new position. We called it patient liaisons. And what we do is those people, hire them basically off the street, no prior medical knowledge needed. They come in, we teach them a little bit, and then they room all the patients. And it's been one of the best things for us because now when they come out of a room, There's someone standing there waiting for them, calls them by name, tells them where they're going go next, say, we're going to have you now go do a blood draw. And they feel like they're the only patient in our office. Even though they see 40 other people sitting out in the waiting room, they feel like they're the only person because at that moment they are. But that's something where we pay less now to do it. And I freed up my medical assistants. And so if you looked at our volume and you saw how many staff we have, you'd be shocked. But it's because we have the medical assistants at the top of their license. They're doing the things that a medical assistant should. Nothing's beneath people. think that's the important part to understand. There's nothing, I'll pick up dirt off the ground. It's about efficiencies. And what I try to teach my staff is we all are working towards the same goal, which is helping these patients. And it doesn't matter what role you are, it's important. I actually tell my patient liaisons, they're probably one of the most important people in our clinic because they're the ones who make the patients feel like it's just them.

    Griffin Jones (18:26) You can make all of these efficiencies as you are. You also need other people in other areas of the industry to do their part and innovate and bring in different and other things into the market. know on the pharmaceutical side, you're a little bit familiar with Meitheal pharmaceuticals. Tell me a little bit about how you work with them.

    Mark Amols (18:49) Yeah, so we're really excited by them. ⁓ They are on the same mission as us, which is making fertility affordable, making fertility accessible. And so one of the things that's unique about our clinic, especially when we first started, is the cost for doing IVF with us was less than the cost of the meds. Now it's about even, but the point is that some patients go, can afford the IVF, but I can't afford the medications. And so definitely looking forward to competition and what they're gonna bring in this competition. We know when competition comes in, helps other prices go down. You can look at Ganarilux. They dropped their prices and all of a sudden, other companies had to start adjusting their prices as well, et cetera, things like that. And so we've been working with them and we looked someday to potentially be able to package everything. And we can just have one price, they get their meds and everything.

    Griffin Jones (19:39) What do you think was missing in the marketplace before that? Just not enough competition to help expand what patients have options for?

    Mark Amols (19:51) That's absolutely, it's competition and the fact that the pharmacy, and I won't go deep in this because I'm sure everyone probably knows, but it's a different type of system. These pharmacies, they don't get their money back till later. So they're basically giving a loan to these other companies. And so what happens is the prices are higher, there's more risk and stuff like that. And so ⁓ you can right now, I mean, again, I'm not telling anyone should do this, but you go to Canada, go to Europe, the cost is about a third. there's just, unfortunately, we don't have, and not that we should have regulation, but we just need some competition. And so when those generics come out and things like that, we're going to be able then push these other companies to make better meds or different types of meds and that competition is needed. And that's what they're going to bring. Griffin Jones (20:37) Okay, so you are working with NPPs, you're even having like the medical assistants ⁓ not be rooming patients so that you can have more customer service oriented people doing that. Is there a layer between the APPs and the REIs? Do you train OBGYNs? Do you work with OBGYNs? Do you see that as a layer in the future if you don't?

    Mark Amols (21:01) Yeah, I mean, I'll give you my two cents and I'm sure not everyone will agree with this. ⁓ It's gonna need to happen. Anyone who doesn't think it's gonna happen will be left in the dust. There's just not enough doctors out there to have everyone REI, but I think this is where there's gonna be that little bit of an adjustment. ⁓ If you look at the anesthesia industry, you have your physician anesthesiologist and you have your nurse anesthesiologist. And the nurse anesthesiologist are kind of like that in between. And that's how I see eventually ⁓ this working with just regular OB-GYNs doing retrievals and stuff like that. I think what will probably happen eventually, and this is where I think we're doing it different than some other clinics. Other clinics are just trying to say it's the same IVF. We're not, we're saying, listen, this is not going to be the same IVF when we come out with it. This is going to be, it's a lower, a little bit lower IVF, but it's going to be pretty good, good enough for most people. And the complicated cases need to still keep coming to the doctors. And so just like we've done with our MPs where we have them doing like some histograms, ⁓ HSGs and stuff like that, ⁓ we would put these gynecologists into positions where they can take stuff away from us, but we could also still do what we do. So I think IVC is a great example of that. ⁓ IVC should definitely run by ⁓ Generalist OB-GYN who could do the retrievals, could do all the basic stuff and do the transfers.

    Griffin Jones (22:25) And so what are OBGYNs doing in this instance if they're working with REIs and under REIs that they should not be doing that APPs should be doing? Mark Amols (22:38) Yeah. So I mean, for me, it wouldn't make sense to bring in a generalist OB-GYN to do things like the sound of histograms, the OB scans, the simple IUI visits and stuff like that. To me, it makes more sense for the MPs to do it. ⁓ But I mean, I truly believe, you know, MBs could even do transfers. I just don't think they can do retrievals. I think there does need to be some type of surgical training for that. For me, I think the biggest benefit of the generalist coming in would be kind of like the model you do in anesthesia. So for example, I'll be managing things. They'll be managing some of these ⁓ patients. say the ones are a little more complicated, have to do the retrievals and stuff like that. That's the ones the genitalia should do. REIs are gonna do all the complicated patients, all the complicated retrievals always being available. MPs can do on some other stuff. IUIs, IVC, even some transfers for IVC. Some clinics may choose to have them do the transfer for regular IVF. We don't, but like I said, It's not unreasonable. And what we're going to use the MDs for is mostly the retrievals and even some of the hysteroscopies and some of those things.

    Griffin Jones (23:44) So then what are the APPs doing, often doing that they shouldn't be doing that a nurse should be doing?

    Mark Amols (23:54) So ⁓ nurses can do things like IUIs and stuff like that. What we've found is, again, back to patient satisfaction, for some reason, a lot of patients don't like the nurses doing the IUIs. So it is something where the MPs like it. They feel like they're working at the top of their license when they do that. So we still have them do that. ⁓ I think there's a little bit of a crossover. I think when absolutes are going to be, don't, at least in my opinion, again, it not be everyone's opinion, I do not believe a APP as at least ⁓ nurse practitioner should be doing a retrieval. I think it's very reasonable with a course through maybe a PA if they've done surgery in the past, potentially, but I think that really should be left to the gynecologist or the REI doctors doing the retrievals just because there is some risk with that. And I think that would be the safest thing. When it comes to transfers, I don't think there's a difference. I think whether you have a ⁓ MP doing it or whether you have an REI doctor doing it, if it's a simple transfer, the rates are the same and that's what we've seen. We actually have our MP does IVC cases. Interventional culture cases and her transfer rates are spectacular.

    Griffin Jones (24:58) Do you have an opinion on who should be doing the initial visit and who should be doing the follow-up?

    Mark Amols (25:05) Yeah. So that's actually, again, where we come back to the top of the license again. So we used to even say like, you know, should we have the nurse practitioner do the initial visit? And then the doctor says the follow up, that's where companies like LEVY Health come in now. So like, for example, what they do now is they gather all the information, they get all the testing done. And then when you see the patient, you're ready for treatment. And that's a real, that's a more efficient model. You know, what we were doing before was we were doing the initial consult, we were ordering tests, then we were coming back and ⁓ doing the follow-up. Honestly, all of this can be algorithmic. When you first get the patient, get the history, you can figure out all the tests you need to do right then, have them go do the testing, and then just show up for the follow-up to be able to start treatment. That would also shorten your time for the initial visit because now you know what you're talking about. You're not just talking about all the potential possibilities that you do in the initial visit. Normally, you're talking about, it could be this, it could be this, we're gonna check this, this is what this test is gonna be. Now you can say, here's the test show. What we need to do is we need to go on DivyF or IUI, whatever it is. And that way get to start treatment right away. And I'm not wasting my time.

    Griffin Jones (26:14) Am I correct in understanding you that you think that with this automation you can condense two visits to one?

    Mark Amols (26:21) 100%. And I would even say more than two to one. Let's say you're doing an hour for your new consult and 30 minutes for your follow up. It's an hour and a half. I believe you can even get this down to 30 minutes total, if not even 45 minutes at the most 30 minutes. So that means from the first day you see the patient starting treatment that next month by doing that. So you automate everything in the beginning and then you go straight into treatment.

    Griffin Jones (26:44) Also in a recent interview talking to Dr. Harrington and him saying, one of the things that helps us the most is being able to let the patient talk. Dr. Mulliner also saying, need the patient to really open up in order to be able to, do think he can do that in 30 minutes?

    Mark Amols (27:05) can because I do let them talk. And so my portion normally is going through, you know, discussions, learning about things, educating them, right. But now I can just focus on letting them talk because now I already have all the tests done. I already know what I'm going to do. So what I usually do is I would then start with the conversation of, you know, any questions you're coming in with, talk to them, you know, I might even just be a little jovial about something here or there in their history. And then the next part is we'll get to then what the results were and then talk about treatment. But in the end, they're not coming in with a lot of questions anymore because a lot of the stuff will already be figured out and we'll be updating them. So when we go through testing, we're always updating our patients. That way, by the time they come to that visit, they already know all the results and now it's just more of a discussion.

    Griffin Jones (27:54) Have you done this yet where you've combined the two visits or you're in the process of testing it out with this new automation?

    Mark Amols (28:02) We have done it ⁓ in the past for a few things, but this is the first time that we're gonna be doing it here where it's fully automated in the beginning. So this will be starting ⁓ in about two weeks actually.

    Griffin Jones (28:13) Wow, that sounds revolutionary. How much of your time do you anticipate it giving back to you in a month?

    Mark Amols (28:24) I I think about 45 minutes to an hour per patient.

    Griffin Jones (28:29) So multiplied by what 30 patients so

    Mark Amols (28:32) No, we see somewhere around about 80 patients at least ⁓ per doctor per month at least. So it would be about. Yes.

    Griffin Jones (28:38) 80 per doctor, 80 new patients per doctor.

    Mark Amols (28:43) Correct. Just new consults per doctor. Sometimes a little bit more. So, I mean, that's 80 hours we would save.

    Griffin Jones (28:50) her doctor. Wow, that's incredible. That's incredible. What do you think? What do you think will be the most valuable place to put that time? is it? Well, do you think some of it is going back into? I now I can use this time to work on culture to work on global operations to work or do you plan on just putting it back into seeing more patients?

    Mark Amols (29:14) That's right, been seeing more patients. So now we can get more in. We don't have a long wait list anymore. That's the problem. That's why I talked about bottlenecks. Where's the bottleneck? A wait list. If you have a wait list, then you have a problem. Your REI doctors don't have enough time.

    Griffin Jones (29:28) Most people I think are afraid of the opposite problem, they? That they think if I don't have a wait list, I have a problem because then they're worried that they're not having enough volumes to sustain the business.

    Mark Amols (29:43) No, I mean, I can see that happening. Obviously it's possible in some places. I don't hear that very often. I most of the time what I hear from people is they have a wait list and there's a doctor shortage problem. And so everyone's working on these efficiencies and ways to allow you to be able to see more patients, but also not be burnt out. I'll be honest, there are times I'll see just four patients in a day, a new consult, and And I'm more burnt out just by the exhaustion of just, I'm not gonna use the word listening, but going over stuff that I'm just like, why am I spending 30 minutes explaining this? I'd rather just get the test results and go over it, but I'm talking about every possible thing, because they need it. So by having them come in already educated, already learning some of the stuff, all automated, that first visit, I get to really shine on why I became a doctor. I get to teach them. with the results there and telling exactly what they need to do and their questions, we focused on that in the treatment, not every possibility that could go. mean, the common question for a patient is, what do you think is wrong? Could it be this? Could it be this? Could it be endometriosis? My friend has this. Could I have that? And then you can't just dismiss them. So you got to talk about those things. That's a waste of time. And so now we get to focus right on what's wrong. And I think that helps things. And I think patients like it better too. mean, we've actually... have patients say that they really like the fact that it gets them moved so fast and not have to wait months and months and months to get to treatment.

    Griffin Jones (31:13) I might be inferring, but because your practices reviews are so high on these different sites, I infer that you monitor this sort of thing and make operational decisions based on the feedback that you get. Do you have an internal NPS system that you're doing even prior to reading reviews? are you, if so, how are you using it to make sure that as you make this transition from multiple visits to one that you're still keeping that patient satisfaction.

    Mark Amols (31:51) Yeah, I we talked to the patients. ⁓ There was an idea we had and we actually kind of polled patients and just asked them, you know, like, hey, what do you think of this thing? Would you like that better if we could even get the cost down, ⁓ lower costs? And people said, no, they'd rather see the doctors. That was one of the decisions that we were looking at was taking the doctors away from the ultrasounds. And people even said that we even offered the idea of like, would we charge more if you want to see the doctor versus seeing the ultrasonographer for all your scans? And overwhelmingly, patients said that they wanted to see the doctor and that it would even be worth more costs. And so ⁓ we tend to do that. have internal, like I said, internal pulling the patients. We ⁓ constantly are asking for surveying our patients, asking questions, what things are like, ⁓ you know, and it's part of it in your system, you know, making sure that everyone understands, again, back to this top of license topic, the role in all of this. And I explain them, like, when I get these reviews and I get these feedback surveys, they're not like, oh, Dr. Amols is amazing. It's your front desk helped me through this. The fact that they were able to talk to me about this, your phlebotomist was crying with me. These are the things I try and make sure they know that don't look at it as that you're not doing a lot of stuff. Looking at it your job is so important, you're part of this whole system. like cogs in a system, if I take a cog and put it somewhere else, it might work, but it's not going to work as well. And so while everyone have in their position, it makes the system run better, which means when it runs better, you have more time. If you have more time, you can talk to patients more. And if you can talk to patients more, that makes them happier.

    Griffin Jones (33:35) What do you attribute that culture to? What does your hiring process look like?

    Mark Amols (33:40) You know, I won't hire anyone that doesn't smile. But I want to see a smile when they walk in, and we don't hire them. ⁓ I think that's one of the most important things. ⁓ You know, I try to make sure people are normal people, you know? And I want to make sure they understand, like I tell them all the time, our goal is to make a baby and help people have families. And if that's not important to them, I usually, you know, won't hire them. it's one thing that I talk about is in the top of license we were talking about is that although we have people in certain positions, when there is time available, they actually go around and work in other places. Like one of my medical assistants had a degree and I think it was biochemistry. And I told her, said, listen, you have free time. Why don't you go to the andrology, learn some of the andrology. Maybe you can cross cover over there. Are you having a desire to be an embryologist? And we've had people move up. One of our medical assistants actually starts a medical assistant out of high school. She's now one of our senior embryologists. So there is ways to move up through the system. And we encourage them to want to learn. One that come to other classes, cross learn. And again, but it's important for them to be efficient and that efficiency allows them to have more time than to focus on the patients. I've been in the operating room, so I think you know I was a nurse. And I remember when I was a nurse, I go and do a procedure with the doctor, do a little bit of paperwork, be done. Now I go to the operating room, I never seen the nurse actually work with the doctor. They're just constantly doing paperwork the whole time, the whole entire time. And that whole benefit of the nurse being there as an advocate for that patient is not there anymore. They're so busy doing paperwork. And so top of license doesn't just affect putting someone in the position. also giving them the tools to be able to do their job. So that means if you have an EMR that has 17 steps to do something and your nurse spends 15 minutes doing it, then you've just reduced the amount of time that nurse has to talk to the patient. So that's again, where that top of license was even letting them have that ability.

    Griffin Jones (35:36) When you look at organizations that have the best customer service, they usually fit one of two profiles. Either it's such a tiny boutique, it's like it's the mom and pop that like my wife and I's favorite bed and breakfast. It's just incredible. It's totally unscalable business. It's just the fact that she's a world-class designer and cook and he's like can build and fix anything and they provide you with the best service. it's like something so small and they have just the talent that perfectly fits it. Or it's an organization that has operations fully in lock. You don't see organizations with really good customer service that also don't have really good operations because you can hire the best people and the nicest people. But if they have to be running around like chickens with their heads cut off, they're not gonna be the nice people for long. They just can't be. They can't provide people with the best attention. I feel like I have to somehow persuade some doctors or sometimes people in the space to look at it that way or maybe I need to get better at describing it. But often I think people see these is too diametrically posed. Like if I invest in technology, if I invest in so much about making it about operation systems, then we're taking away the human element. Like no, the entire point of making it so efficient is that you can be How do you think about operations and customer service as being two necessary components?

    Mark Amols (37:24) Yeah, a hundred percent. mean, you know, obviously you have to have nice people, right? So that's the first thing is, you know, they're amazing people out there who would just have no bedside manners. And, know, if that's your goal in your clinic, then you need to have people that fit that. I think you hit the point with a boutique. If you're a boutique, you can kind of get away without great operations because usually in those situations, there's not enough volume that you can just on the fly, spend another 45 minutes with someone. I mean, I've talked to patients who've said they've spent two hours with another doctor. like, wow, like I don't even know how they do that. Do they just skip the next patient or something like that? But if you're a clinic who, you you want to grow, you want to scale, you really have to focus on the operations. And again, you have to think beyond yourself. I think that's the one area a lot of places make is they look at just the physician. Well, what makes the physician happy? What makes the physician faster? But end of day, you're just still one person in this entire system. And so really what you need to look at is even to the level of the EMR, you have to ask, it making us more efficient? Does it make my nurses more efficient? ⁓ Should we use scribes, task routing, all those different things to make the team faster? mean, we constantly, so I work, Dr. Salem and I, work together, Dr. Dermen, Dr. Johnson, we're always talking to our son, hey, what can we do different? Is there anything we can do? that you feel you're wasting time on, or you see the nurse's time being wasted. And we're constantly coming up with ways to make it more efficient. And again, that allows them to have more time to talk to the patients.

    Griffin Jones (38:58) We've been talking about the clinic side with this top of license concept. How does it apply on the lab side?

    Mark Amols (39:06) Yeah, I mean, same principle. So it's something I actually wanted to do. I don't, haven't done this yet, but I think Richard Scott did this with his lab where he put people in a specific situation. So let me give you an example. When you're, say, you know, we're to have a fast clinic. You might be able to do retrievals fast, but let's say ICSI, that's where everything bottlenecks, right? So we buy a lot of equipment. So we have multiple scopes. So that way, you know, we can have a bunch of people doing ICSI at the same time. But still there's a bit of a bottleneck. So we've talked about it, like, do we just put someone in a position to only do icksy? Become the best at icksy and have someone who just does freezing and who just does thawing. And that again, would allow the embryologist to do the other things to take more time. So again, doing BOPs slower, again, not long time, but more careful might be able to allow better rates. It's same principle I talked about with charting. Another thing. you know, making sure that we can make things simple. was currently, I'm actually creating a, ⁓ for andrology, a semen analysis worksheet. I'm trying to make it completely automated. So basically they put in just the first couple of measurements. It does all the calculations. It makes the chart for them. It sends out the letter, all those things with just one push of a button. Because why? If I can do that, and I'm currently writing that, then I know they have more time then to talk to patients or do other things.

    Griffin Jones (40:27) So how do you think about as you bring on other people and ⁓ you brought on some docs and so at least within your practice, it seems to be expanding. Do you see this catching on your model catching on in other areas yet? I would have expected more people to copy you at this point. And part of the reason is I look at yours and again, maybe I'm assuming too much. I don't know your books and everything like that, but I If a 2008 style recession happened, like Mark's probably going to be in okay shape because you're at a place in the market where then other people are going to be coming from farther because you are at the price point that can deliver the quality of care that ⁓ they will be forced into at that point. If these Trump... IVF coverage ideas actually do come into fruition and mandated care actually explodes and giant payers are able to just tell everybody, here's what we're paying. You've got a huge head start in operations to making it ⁓ viable. Why don't you think more people have copied this model up to this point?

    Mark Amols (41:47) they haven't had to. So if you don't have to, why change what works? mean, know, most...

    Griffin Jones (41:51) Well then why did you, why did you if you didn't have to?

    Mark Amols (41:54) So I saw this a long time ago, ⁓ years and years ago when my wife and I went through and we couldn't afford to go through, we were very fortunate that Mayo allowed us to use a payment system. ⁓ If we didn't have that, I wouldn't have kids. And so we, my wife and I felt like no one should not have kids because of money. And we said, it's, really costs us much. And we looked into it, we're like, it actually doesn't. Most of the expense is from the inefficiencies. And so when we started looking at it and making it more efficient, we realized we could do this for a lot less. of the only reason we've raised our cost is not because we needed it for finances. It was honestly just because people, interesting enough, if someone thinks something isn't worth something, they think it's worth less. So for example, we didn't charge for Ixie and people would say, it's free. And we're like, well, no, it's not free. We just don't charge you for it. So we learned we had to put some expense to some things to make it. So that's why our price is raised. But we're a volume clinic. One thing you mentioned was the price point. mean, honestly, we focus more on our rates. I mean, we have great rates. We compete with some of the best in the country. ⁓ So we never focus on the cost. The cost just happens to be our mission. ⁓ But regardless, even if you're charging more, you're still going to run into these problems. And so when we started, I realized this. When I make my offices, they're all made very similar, where we have rooms where a patient go from one room to the next room. And like for in my clinic, at any given moment, I can see six patients at any given moment, the way we have the room set up. And so I do about three patients every 15 minutes. ⁓ Sometimes I'll do only two every 15 minutes, but I can easily do three. And I'm able to do that because the patients leave one room, go to the other room for the instructions, then the room moments back up. And I'm able to just constantly keep moving and see all those patients in a short amount of time. ⁓ What I realized was we were going more to insurance. pretty obvious a long time ago. We're seeing a lot, you know, everywhere and it's going to happen whether it's now later. And with insurances, if you look at Europe, it's all about volume. And that's what everyone's gonna have to go to. Matter of we see already a huge percent of out of state patients. ⁓ lot of people coming from California, driving all the way here and just staying here the whole time and doing IVF with us. ⁓ And I think even when they get their mandate that kicks in, I think in July, all the clients are not gonna be able keep up with the volume. And again, they're gonna start having those wait lists and they're gonna have to start implementing these things and they're very easy to do. It just, it takes some time because if you're not doing it from the beginning, a lot of people don't like to do new things. And so it's a little frustrating at first. They feel like you're taking away certain responsibilities from them and you have to explain them and kind of teach them that no, I'm not taking something away. I'm actually putting you up on a pedestal and I'm now having you do a job that no one else can do. And that's why I'm putting you here.

    Griffin Jones (44:44) Is that just the doctors that often feel like something's being taken away from them or do the APPs feel that way at first too?

    Mark Amols (44:50) everywhere, everywhere, yeah, everywhere. People have been doing this longer, know, in another practice. It's a little bit more, you know, like, we didn't do that here. Why are we doing this? I can do this. I'm like, no, I know you can. I tell them, go, but I don't want you to do it because I can have someone else do it for a fraction of the cost and do just as good of a job.

    Griffin Jones (45:10) Does bringing each seat up to their top of license make it easier or harder to cross train and have redundancy?

    Mark Amols (45:19) ⁓ I mean, it's definitely, I think, a little bit harder. ⁓ But I think it's always easier to teach things below your license than it is above your license. So it's kind of like inherently as you learn the top of license stuff, you kind of already know the bottom stuff. You're like, yeah, I can do this. If I can do a sono histogram and a transfer, I can do an IUI. And that's the way I kind of think of it, is that as you teach somebody to be at the top of their license, inherently through osmosis, they kind of just learn the other stuff. And again, we encourage them when time is free to go and learn those other things, to cross train. So just in case if someone's down, we move another person in. But there's another benefit, Griffin. When you train someone to know too much, you are pretty much handcuffed to them forever. You know if you lose them, you don't lose one person. You're losing three, four people, right? Because that person has their hands in everything. When you have people who are more focused, you can train someone in that position maybe in a few weeks. But like in the beginning when I first started and I wasn't doing this, mean, it took me four months to teach medical assistants to be able to do IVF calendars, be able to do these things, you know? And when I made the switch now, someone leaves and can hate having them leave, but then maybe they moved. Within a month, the person's up and running and can do the same thing the other one was doing. And so we're not handcuffed this idea that like, We have to have this person. We know that we can train someone very fast back in that position because we're just having them do what they can do well, not having them have to learn every single portion in the clinic.

    Griffin Jones (46:54) I don't know if you found this too, but I find it easier and clearer to hold people accountable that way. So in earlier iteration of my business, had a bunch of full timers. I didn't do things right. And I'll write a book about it someday. But I really took some lessons and built an operational system and built a management system and then built a cultural system that I've been using the last three years that I think has really worked. in this... ⁓ later iteration, what I decided to do was, I'm going to especially I'm in more of a privileged position than most clinic owners in that I have a remote business. So it is easier to hire part timers, it's easier to hire independent contractors. But I decided I'm going to hire multiple people, more people for smaller seats so that I can hold them more accountable. Most people business my size, they don't have an assistant and a sales assistant. But I do, and it makes sense because they're each part-time and they're each totally specialized. And then I can hold them each accountable for different things. And so as I started bringing on more people, I had them accountable for areas that I could then walk away from. And I liken it to, if you and I own a restaurant and we can only hire a handful of people and we have the host... ⁓ also serving people and also busing tables and also trying to help with ⁓ the line cook, then we can't hold that person accountable to any one of those things. I would rather hire one person and say, okay, you're the line cook. Your job is to make sure that all of the vegetables are cleaned, washed, cut, and set over here for the main cooking. then deal with the chaos as I start to systematize and grow that area, but at least I can fully walk away from that area. And then, you know, as they develop in capacity, then you can decide if you want to add on an additional seat, but there are two different seats. And so have you found that as well where accountability is clear when you have people doing more specialized roles?

    Mark Amols (49:05) Absolutely. And that's really, again, that top of the license, right? Even, I won't even use it as a license. I'll give you the example of like authorizations, ⁓ looking at insurances. I can teach one person to be the best at this and then have them work over other people and they could just be focused on one part, you know? So we do this a lot with ⁓ remote employees. ⁓ You know, we realize that like when, know, cost is going up, like for example in California. You don't have to have a worker in California to do authorizations. You can go and hire someone from Texas remotely, have them do the exact same operation for $15 an hour versus $20 an hour or more in California. And there's nothing wrong with that. You have maybe one person in the office who is in charge of them. Make sure things are going well. You have the person who's accountable for that. And then the other people are the worker bees. They're the ones doing, let's say, some of the busy work so she can focus on making sure everything goes well. ⁓ We did this as well with some other things when it comes to like billing where you have, you know, certain people who are in charge and then the other people are the ones who do a lot of the busy work. I mean, there's even remote workers you can get from other countries for about $7 an hour. So again, it's not just about fish to see it's not. Yeah, we have, do that already.

    Griffin Jones (50:17) Have you tried that yet? When I was at the arm meeting, not this past year, but the one before, people were saying, we love these people from the Philippines. Not only are we paying them a great wage for where they live, but it is a big cost savings to us. It's not just the cost savings. It's like, they're better. They're better team members. They work harder. They grow faster. at like, they're like, meanwhile, we're trying to pay people 35 bucks an hour in freaking Chicago. And they don't show up the second day. And so have you found that?

    Mark Amols (50:59) Yeah, you know, it's gonna be hit or miss, right? I think the ones that allow you to do the interviews end up being better. I've had actually ⁓ surgeons in other countries and gynecologists who've worked for us in their country and they just kind of do it on the side. ⁓ The other thing that is, we actually just had one who was working in our billing department notice something we didn't even realize and say, hey, you know, I noticed this, you guys might be able to make more money with this. And we're like, wow, thanks for that advice. So mean, these guys really take this job serious. They love it because they're able to work from home, but still make a good salary for where they live. And it helps us out because we're not putting them in the position where something bad can happen, right? These are positions where they're doing some work. Someone's still watching over them. Like you said, accountability, but someone can do some of the busy work. They can out the paperwork, right? I it's no different when a doctor gets a form. doesn't make sense for the doctor to out the whole form. takes them 10 minutes to do, they could have spent eight of those minutes talking to a patient. Instead, someone fills out for them, hands in the form, they look it over, sign it, two minutes, they have eight minutes now to talk to another patient. Same principle here. If you were able to get someone for $7, $8, $10 an hour who does some of the busy work, the person you're paying the $35 hours watching over everything, now it's like you have three workers doing, you know, for the price of one or two.

    Griffin Jones (52:21) You've talked about automation and some solutions. One of the folks being Meitheal Pharmaceuticals, them bringing in some ⁓ competition into the space. There's probably a lot of people listening that have never heard of Meitheal and they might ⁓ not even be that familiar with generics in the space or anything like that and might even have to ask their pharmacy partners if they carry them or if they would carry them. Is that worth it for a doctor to do? If it is, why would a doctor want to do that?

    Mark Amols (52:54) You know, I think right now, it's like kind of the old boys club in the pharmacy field. So I don't think it's going to be as easy. think what you have to do is have to reach out to them. But I think the benefit is, again, we all know that some people get pregnant with IVF in the first try. But a lot of people need more than one try, but they don't have the money for it. So if there is a way for them to save money, be able to go through more than one cycle, you increase their chance of success. And that's what Meitheal will allow people to do, allow to get meds at lower cost. And I think ⁓ as the competition comes in, I think a lot of these pharmacies will be able to offer a little bit more. You have to remember in the pharmacy industry, there's a certain amount of meds they have to sell before, if they've tried to sell generics and don't sell enough of their other one, they could lose some of their contracts. So again, it's kind of anti-competitive in some ways. And so that's making it a little bit harder for these companies to come in and offer these generics.

    Griffin Jones (53:49) The other solutions you talked about with regard to automation, is automation the first step? Do you think eliminate, automate, delegate? Do you go in that order? So before you even bring down the top of the license, you look at what can we maybe just get rid of entirely? then what can we automate? Especially as more tech is coming in, does it make sense to do that first or does it make sense to get people in the roles so that then you can maybe step out, take a look from the thousand foot view and then start automating what people are doing.

    Mark Amols (54:25) I mean, obviously you can do things concurrently, but I think top of the license is the most important thing. I just, it doesn't make any sense to me of why you would, I worked at a clinic where you could not tell the difference between a medical assistant and a nurse at this clinic. They did the exact same job. It made no sense to me. That doesn't make sense. There's no reason for it. Even the patients didn't know which ones were nurses and which one were medical assistants. So at that point, it's nothing about being beneath them. Again, your clinic will run better if that... nurse could have had more time to talk to the patients while the medical assistant did some of other stuff. So I say start there. That's what I would think. With automation, the thing you always have to remember with every single one of these things is there are always unintended consequences to changes, right? And so you have to sit there and go, okay, what's going to happen if I do this? The goal is always to improve something. So even if it means someone gets to go home early, that's satisfaction of life. My embryologists know when they're done, they go home. I don't just keep them there because it's they're on salary. I said, no, if you're done, go home. No reason to stay there. And then that also increases satisfaction. So saving time isn't just to get to see more patients, but satisfaction. When Dr. Dermott at my clinic comes in at 8 a.m. and leaves by 5 p.m., more satisfaction than being there until 6, 7 p.m. because he's using, you know, ⁓ scribes and things like that to make it faster. He's able to get done with his notes, by the way. I automate things so he doesn't have to do anything.

    Griffin Jones (55:51) What do you think will be the consequences of not pursuing efficiency to this degree for clinics in the next five years or so?

    Mark Amols (56:01) Yeah. I mean, that's easy. That it's going to be what you see in any industry that has increased in volume. Any industry that goes into volume. If you don't have efficiencies, you'll just, you'll be crushed or you do with these other places and you make a boutique, right? So, ⁓ you know, as you mentioned, ⁓ the place you'd like eating at the boutique, right? You might pay a little bit more. ⁓ you know, you might not get your food in five minutes, but, you're boutique and that's why you were able to survive. And there will be boutique clinics and there will be clinics that are able to do volume because they're efficient.

    Griffin Jones (56:35) There may be people that are finally coming around because you've proven this now. It's not like this is your first year doing this. You clearly have a viable, clearly have a growing practice. Patients are clearly happy about it. And so maybe folks that heard about you a long time ago, or maybe they saw you the first time on the podcast five years ago and they're like, ⁓ but now they're starting to, the wind is starting to catch up with where they're at. And they're like, all right, yeah, he's probably right. but it still feels overwhelming to them. Where should they start? What's the first thing they should do to actually implement this top of license concept in their practice?

    Mark Amols (57:16) Talk to me, I'm not a competitive person, so I love competition. I love people coming to me, giving away my ideas, having them do it so that way they can implement it. It's only gonna help more patients and then pushes me to have to come up with more stuff. So, more than happy to talk to people about it. There's a lot of groups out there, practice management groups that can help with things as well, help you get to that. That's what a COO does in a lot of places, is just help some of those operations. You know, one thing that I haven't talked about, because something we haven't started yet, but we're even taking that level of top of license to the next level, something else that we're going to be bringing out soon. And you'll probably have me on again for that when that comes out, but it's a new philosophy even further than just fertility. And we think that's going to make some waves as well. And so it's just the same principle of how do you get, how are we able to see more patients, not lose satisfaction and be efficient. This is what everyone's working towards and there's more than one way to do it. It's not like my way is the only way.

    Griffin Jones (58:16) And so what so this is like this is like a service or like some what what is this new venture you're alluding to?

    Mark Amols (58:21) Yeah, think of it like a service. Think of it like a service. I can't talk about it because it hasn't come out yet. It's coming out soon. But yeah, like a service.

    Griffin Jones (58:29) Well, we definitely will have you back on because you are not a person who who keeps all the secret sauce to himself. ⁓ It's one of the reasons why your episodes are popular. I look at different episodes. Some get more listens than others. And there's a reason why you've been back on multiple times. It's because you are willing to share specific. Sometimes I'll have people on once and like trying to get any kind of specific answer out of them that I cut. the interview at like 40 minutes because like, I don't like who's gonna listen to this. But people listen to your episodes the whole way through because you really do share this stuff. And so I hope people take you up on it. We'll of link to your website and we'll link to you on LinkedIn and all that sort of thing. And people can reach out to you directly if they're shy, reach out to me. I'll connect you with Mark. ⁓ But we absolutely will be having you back on Dr. Amols because ⁓ every time there's good actionable info. So thanks for coming back on the program.

    Mark Amols (59:31) Yeah, hopefully I did help someone. And like I said, I've helped lots of other clinics before and I don't charge anything. I just want to help people.

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254 Using a New Tech Stack to Reshape IVF, Without Losing Your Soul. Dr. Eduardo Hariton

 
 

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.


Where do business insight and patient experience come together?

In this week’s episode, Dr. Hariton shares his POV on cost reductions, business opportunities, and what fertility tech gets right (and wrong) when designing for doctors and patients alike.

We talk about:

  • 70% or 10%, differences in IVF conversion rate

  • How to reduce patient drop out

  • How to measure real IVF conversion rates

  • Where Cercle fits in the fertility tech stack

  • How to balance human touch with scalable systems


Unlock Dormant Data. Stop Patient Churn. Automate Data Work.
 See Why 1 Out of Every 4 Clinics Use Cercle

  • See an increase in patient conversion from 20-40%

  • Consolidate your vendor stack, save money: stop paying data lake, data warehouse, powerBI, and AI vendors separately

  • Free up ⅔ of embryologist and nursing time by automating administrative burdens

  • Stop losing 24% of patients after first failed cycles

  • Predict higher live birth rates for 26% of patients:

See how US Fertility, Ivy Fertility, and others utilize Cercle’s AI platform to revolutionize their business insights.

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  • Eduardo Hariton (00:03) once we break through that bottleneck of how many retrievals we're able to do, once we make people have the tools to be able to be more efficient without sacrificing the patient experience or the patient outcome, which are the two important things, then I think we're going to start to see. that cost of IVF starting to drop. And then we have to pass it on to the patients. And I think when we think about passing it on to the patients, I think that pressure is going to come from managed care. Cercle is an artificial intelligence company and their core competency is to use AI and agents to clean data. So they will go into an Excel file with a bunch of patient data or PDFs or JPEG images and they will sweep through that data and they will extract and they will structure.

    Griffin Jones (01:10) Where do business insights and patient experience come together? In the mind, body and soul of Dr. Eduardo Hariton I'm pretty sure. You're just blowing sunshine because he's your friend. He's my friend because he continues to impress me. I think you're going to find this conversation valuable, not just because he talks about how to reduce patient dropout, how to measure real IVF conversion rate, why some doctors might have a 10 % IVF conversion rate while others convert at 70 % and the new tool in the US fertility tech stack called Cercle that they use to standardize data across EMRs, but also how to set expectations with patients and how to elevate your support team in the patient's eyes. I do see an aversion in some fertility docs to adopting new technologies. Not you, obviously. You're a savant, the voice of a generation and an innovator and early adopter. Other people, of course, I'm talking about. Not because they're afraid of it, but because they're afraid it will limit your human experience with your patients. And that's a fair concern. Even though I like to repeat everything that should be automated must be automated and everything that should not be automated must not be automated. I think Eduardo shows you his colleagues. how to maximize technology and maximize humanity. Of course, I beat the same horse that I do in every interview with Dr. Hariton I'm one year away from winning a five-year bet that IVF costs wouldn't go down. Eduardo has thoughts on what will happen when they do. So yes, you'll hear his thoughts on business opportunities for CRMs and EMRs in the fertility space. But more importantly, in my opinion, he gives you insights as to how to continue to raise the standard of care and patient experience even when you have to be able to serve more patients with less people.

    Griffin Jones (02:53) Lastly, Dr. Hariton would like to disclose that he's an advisor to Cercle who's mentioned on this podcast episode and is usually the case on Inside Reproductive Health. His opinions are his own and not those of his employer. Griffin Jones (03:27) Dr. Hariton Eduardo, it's good to have you back on the Inside Reproductive Health podcast, my friend. It's been a while.

    Eduardo Hariton (03:34) It's good to be back.

    Griffin Jones (03:35) That's probably your fourth or fifth time. I want to talk to you about data management. You've got a lot of different roles. I want to talk about data because you've started to dig in more into the problems going on. How would you describe the pain points that clinics and clinic networks are facing with regard to business insights and data management?

    Eduardo Hariton (03:58) I would probably, if it was one word, would say they're numerable. I think there's pain points across the whole system.

    Griffin Jones (04:05) That's also a great way of getting out of when somebody wants to ask, button you down for a one word answer. You just say, numerable, innumerable. Yeah.

    Eduardo Hariton (04:13) Yeah, innumerable. That's even a better word. Thank you. This is my second language. I'd say the pain points are across different verticals. think, you know, the one that's more salient to me, it's clinical. It's the acquisition of the data that we need to take great care of the patient. They come into the console typically with no data at all. So you have 45 or 60 minute books with a patient and you know nothing about them other than what they're telling you. Maybe they send you records before, maybe they have something, but often they don't. And you're a clean slate at the moment where you have the most time. And then you have to go and manually acquire clinical data by either testing them or going to lab court. It all sits with the patient who may be very motivated or may not be. It often comes back in PDF format where someone has to manually enter that information and that can introduce a lot of errors. And then you have to be able to visually process all that information as a clinician and then make the right clinical decision. And all this lives within an EMR. Some of them are great. Some of them are not so great, but the data flows are not necessarily automated. They're often manual. They're often left up to the patient. And there's a loss of control at the clinic level of how that happens. It's also very expensive to pay the personnel that it takes to move a patient through the clinical team. And that's something that I think might be better over time. there are data playing points on the business side. So we have probably top of funnel CRMs or at the clinic level where we have leads that come in through our websites through the call center. They talk to someone, they book an appointment and then they get to the physician. But there's not a ton of CRMs at the clinical level. Like where is my patient? Did they do their work up? Have they converted? Have they not? To some degree we get that data. we get it at monthly time points or longer. And I'm speaking generally from what I've seen across different clinics, different networks, but not everybody knows what their patients are. I can't pull up a sheet that says out of the 50 patients you saw in the last X period of time, 30 % have completed diagnostics, 50 % have converted to treatment. It's not a clear thing that I can see all the time. And having those KPIs is important for me, it's important for my team. And really, to nudge those patients along that diagnostic journey where you're trying to get testing from them, it is important to understand where they are. It is important for the clinic to know where are patients dropping off and how can we support them? Is it something where someone drops off because they got pregnant? That is the best case scenario. That's what I always want to hear from my patients. If they dropped off because they couldn't figure out how to upload a PDF, that's not great. And we need to be able to understand that. And there's also the financial side where The financial environment is very complex for the patient. There are cash-pay patients, there are insurance patients, there are insurance patients that only have partial coverage, and they all care about the money. And they all want to be able to know that they can afford this treatment. And we need to be able to tell them with a very complex insurance system how much things are going to cost with my very complex clinical plan. Are we doing hatching? Are we not doing hatching? How about XE? Does it cost more? What about my transfer? So you have patients that want all this data, you have people trying to get that data and a lot of manual steps in between of getting the right number to the right patient at the right time. you know, that's just like a little bit about how data has to flow through this whole system in order to do right by the patient clinically, you know, run an efficient operating clinic and also provide the right financial support to those patients. and it's difficult, it's really difficult to make sure you have the tech infrastructure to support that.

    Griffin Jones (08:05) With regard to the clinical, you got all this manual data entry. You're getting info from the labs. You're getting info from previous medical history. Oftentimes it's PDF. Oftentimes it's paper that's scanned and then entered. And you said that this all lives in the EMR. But am I inferring too much by thinking this probably doesn't all live in the EMR. There's probably lots of stuff that doesn't make it to the EMR that should and that records are often incomplete. And in some cases, you might not even know it's incomplete. Is that the case? Or do you find that usually do have all the complete information?

    Eduardo Hariton (08:44) Well, I guess it depends what you mean, but makes it into the EMR. So when a patient sends something, it gets uploaded as a file. But if you have 15 PDF files that comprise 150 patients, they're technically in the EMR, but they're not in the format where I'm able to access it. So it often has to be uploaded because we need that data. We need to prove that this patient does not have hepatitis B before we start treatment. But it needs to then go into a checklist where everything's together and that's kind of the visual place where it could be a checklist, could be a laptop, could be whatever you call it in different EMRs. So it's not so much that the difficulty is to upload the PDF, the difficulty is to make sure that when you get that data that it goes into the right space in the EMR so that we know that that patient has met all the requirements. You know, when you look at, I work in California and in California we have a lot of Kaiser patients and when you ask for records from Kaiser, they send you everything from like the infected toenail and H9 to the ED visit for a broken finger to their fertility workup. And it can be 800, a thousand patients, pages of records for that patient. So that patient has to go through a or not that patient, that case manager or nurse or admin has to go through and pull out all those records. Or sometimes I will tell you it is the physician. I will get a thousand patient pages of records on Tuesday night for a patient that I'm seeing Wednesday and I have two options. I can spend an hour preparing for the patient or I can show up and say, hey, sorry, your records were too long. I didn't want to spend that time. And I often do the former because I want to be there for that patient, that patient's making time for me. And if I go to that appointment and they send me the records and I'm not prepared, it's not a good use of their time or mine because eventually I'm going to have to read those records and understand it. There are systems that can process this information for us. They're new, they're expensive, but I think they're gonna be the future of how we ingest data to some degree. Right now, that process is very manual and it doesn't help me to have a long PDF because it's not in a way that I can process and use it to take care of that patient. Someone has to go through it and extract the valuable information.

    Griffin Jones (10:55) What information specifically is most valuable to you?

    Eduardo Hariton (11:00) On the clinical side, it could be everything from lab work to did they check their tubes? So it's often HSG's, it's prior ultrasounds, it's pregnancy history, it's any sort of diagnostic workups, surgical up reports. So it's everything that helps me understand the history of that patient that's in front of me. And oftentimes it's things that have happened in the past. People come to us with recurrence pregnancy loss or it's their prior pregnancy history. Sometimes

    Griffin Jones (11:01) Yeah.

    Eduardo Hariton (11:29) they often come with outside treatment. So they come for a second opinion, they've moved cities or they want to start fresh, something hasn't worked. And you have to really understand what happened before in order to help them. To start fresh with no information is to really neglect what can help you make that better. You want to know what didn't work or what the history is to try to make it better. And if you don't get that information, then you're doing a disservice to that patient.

    Griffin Jones (11:58) What is it that you like to say the patient that I can help the most is the one that I know the most about? Something like that. One, what is that saying? And two, why do you feel that way? Because it's not clear to me that every doc feels that way. A lot of docs just get them in and then they send them for tests after and we'll do more in the follow up. So tell me about that.

    Eduardo Hariton (12:18) I always say that I always spend the most time with the patient that I know the least about. And that's my biggest pet peeve about how we design this journey. You have a blank slate of a patient either because they haven't done any testing or because they did do it, but you didn't get it ahead of time to prepare. So you're sitting there spending all this time with the patient talking about, well, you know, if you have sperm, we'll do this. But if the sperm's really low, we have to do IVF because a UI might not work. And you have these circular conversations when you actually have the time to have a very clear, you know, path laid out for them. So, so that I think is a pain point. I personally think that as physicians, we have to understand the most we can about a patient. It's not only that they fail and they're in front of you and that you want you to take care of them. But if you don't understand how they failed and what didn't work and which step kind of dropped off, you're probably not providing your full expertise on how to make it better. You're just throwing the same pitch. and hoping that it works. So they can often tell you something about it. Some patients are great historians, but often they're not. And often what they tell you when they actually get the records and review them is very different than what they remember. And I don't blame them. This is complex, but it's important to really understand that. So in a perfect world, you either get them worked up ahead of time and get that data to make the right informed treatment decision, even if they're not coming from somewhere else. or get those records and ideally get them processed in a way that makes it easy for me to be able to see what I need to see, help make my recommendation or treatment plan, and then move on without having to review hundreds of pages of records myself.

    Griffin Jones (14:03) And when you say that you're not providing the best treatment and that you're not providing the fullest extent of your expertise, you're still mostly referring to clinical outcomes. There's a large patient experience element to that too, that people get frustrated when they feel like this person isn't understanding. I told him this, I told them that, I sent them this and they're still asking me these questions or they're maybe sending me down a route that doesn't... answer this question. So you've got an entire patient experience element that is affected when you know less about the patient.

    Eduardo Hariton (14:37) 100%. There is nothing more embarrassing than showing up for an appointment and someone asking you, did you review my records? And you're like, what records? Like they didn't make them to me. Like I, I, I look in the different places that I think they are. Sometimes they're like, well, I sent them to you half an hour ago. And you're like, well, sorry, like, you know, I, I, wasn't going to happen, but, if they sent it to the call center and the call center didn't get them to me or they sent it somewhere else, it is really embarrassing. And I apologize profusely. and say, will review this and we will do this again at no cost to you because this is a waste of your time. I don't know this, right? So I think the patient experience part is really important. The other thing that I always start every console, I'm like, I read your history, I appreciate your filling out our form, I know it's long and I know it takes time, but I want to start just by hearing from you. What are the things that you want to make sure that we're covering? this visit and it could be sometimes it's what you expect. Hey, we've been trying for six months. It hasn't happened. We're just here to get your help having a baby. Great. Sometimes it's something that you don't expect at all. I'm really worried about this esoteric thing that I read online. I want to get your opinion on it and you want to make sure that you let the patient guide that console because if you talk about everything you think it's important for that patient and the patient and you don't talk about the one thing that they came to talk to you about. then that patient's not gonna live satisfied. So you wanna make sure you understand what your patient in front of you needs from you. And then that might not be what's important to their care, that's okay. But you wanna make sure you address that so that they live knowing this person really hurt me and they really understand what I'm here for.

    Griffin Jones (16:21) I know we're here to talk about data, but I do want to talk about that little aside for patient experience because I think it's so important for the people listening. What you're describing that you do in the consult in the marketing customer experience world, we call that setting the stage. And the reason why that's so important is because there is information and value in asking open-ended questions and revisiting information and the value of that being that people feel listened to. But if people feel like they're repeating information, they don't feel listened to. So you could betray that thing that you're trying to achieve. And I do the same thing with our account managers. If they ask a client, what are your objectives? And then I'll say, we've already had this conversation with them three different times during the sales process. We've had our internal kickoffs to review it. You know what their business objectives are. And they might say, well, we want to make them feel listened to. They don't feel listened to. if they feel like they're repeating themselves. And so what you need to do is set the stage and say, so I've reviewed this and what I understand is A, B and C, but I still want to ask you some more. I want to see if anything's changed. want to make sure that I hear it from your own words. That way you accomplish the best of both worlds in showing them that you've done your homework while still allowing for that open-ended response to make them feel listened to. If you don't set the stage, you... are often shooting yourself in the foot. I think doctors might do that fairly often.

    Eduardo Hariton (17:48) I think the other thing just to add is the average doctor will interrupt the patient in under a minute. You're like, tell me what you're really here for. then some patients will talk for 10 minutes. They're there to unload. And you're sitting there and you're like, OK, I'm ready to ask my next question. But I try really, really hard never to interrupt the patient on the first question. they will notice. There's a lot of data about this. Most doctors interrupt patients in under a minute. And it's a really important thing. I learned this from Robby Seddon at RMA of New York. He never interrupts a patient. And it could be one, it could be five, it could be 10. And you see the body language when that happens. And I think it's one of the best tips I've ever gotten. It's just let the patient tell you what they need to tell you. You will get through your history eventually. It's not going to hurt you if it took five extra minutes longer. They will feel much more heard if you just sit there and let them speak.

    Griffin Jones (18:45) But some people can also talk without end. So do you never interrupt patients or you just make sure you never interrupt them in that first question and then maybe late in subsequent questions, then you politely redirect.

    Eduardo Hariton (18:58) Yeah, I will guide them through it. I try never to interrupt them in the first one. If it's been 10 minutes, I'd be like, that's super helpful. I just want to go back to that one thing you said and then kind of try to redirect a little bit. So it's not never, right? There's like the 95th percentile where you have to move through this questionnaire. You still have a lot of counseling to do after, but I think that first impression when you ask them a question and you interrupt them in 20 seconds, that's not what they're there for. So I have found that letting the patient speak a lot. and telling you how they feel, it gives you a lot of information. You see their body language, you see, are they talking about emotions? Are they talking about clinical? Did they have an experience that they're telling you about that made them disillusioned? That's something you should focus on this new clinic to make sure that experience doesn't repeat because they have PTSD, they have had trauma, they don't want to be here. This is not the fun way to have a baby. No one wants to be with us to have a baby, right? So really letting them go a little bit. can teach you a lot about them and then you can use that to help guide them in the way that they want to be guided, which I think is a really important experience part. Not every patient needs the same from you. You want to make sure that you're giving the patient what they need and making sure that they're a good fit for you.

    Griffin Jones (20:09) I think that's a really simple, actionable rule with a lot of benefit. At a bare minimum, never interrupt the patient on their first answer. And it's also something that you can set the stage for. I know it's not the same thing, but in job interviews, I know that some people can talk and some people are nervous and some people will just kind of talk in circles. And so in the very beginning of the interview, I said, we're really excited to get to know you. want to get to know you some more today. and I definitely want to make sure that I understand what's important to you in different areas. So there might be some times where I politely cut you off and I ask a different question because I really want to make sure that I get to know you today. And then at the end, I'm going to make sure that you have time to ask any further questions or say anything that you felt like wasn't covered. Is that okay? And so another way of setting the stage, but you talked about on the clinical side, that you think there might be ways, new technologies emerging that help clean up this data or aggregate this data, move the patient through the journey. Are those different technologies? There are some solutions that will clean up the data, but then patient journey automation is something completely different. What are those technologies? How do see them working?

    Eduardo Hariton (21:26) I mean, I think one of the biggest challenges is that our data is siloed, right? You have CRM data, customer information, financial stuff in one system that you have your EMR, which is your electronic medical record in another system, which you use to manage the patient. But most people have like a billing platform and a, you know, software platform. And then you have your, you know, video link, you know, system, however you do your telehealth consult. And then there's probably a financial system. And sometimes they're integrating the talk to each other and sometimes they're not. When you think about aggregating clinical data, there's often some sort of API or bespoke integration between your front end system so that the non-clinical data gets into the EMR and if they change their address, it's connected and that kind of process. And sometimes there's not and they're living in complete silos. I think there are... new companies coming into the market that are looking and saying, there are a lot of issues in how we handle clinical data. And clinical data is particularly hard because it is much harder to train a doctor like me to enter everything in the same exact way than it is to train a front end customer service person. Like, hey, when we intake people, this is our protocol. We follow these steps. So doctors like to chart differently. They have to write notes for their sales differently. So you have a lot of data coming in. The data is as good as what we put into the system. So garbage in, garbage out. If we don't, if people can't understand what we're writing, then we can't make sense of it. And that happens when we're cross covering for each other. When I'm working the weekend and I'm taking care of my partner's patients, we work very hard to try to do things somewhat similarly so that when we're taking care of each other patients, we know what the patient needs. We know quickly. what needs to happen and we can take care of them.

    Griffin Jones (23:17) You're not talking about not being able to understand each other's penmanship. You're talking about not being able to understand each other's shorthand. So you get on the same page of what you call things and how you write notes.

    Eduardo Hariton (23:28) that and also where we put it. Like if I'm looking where I put it and it's not there, where is it? Is it in this type of node? Is in this know checkbox field? Everybody has their flow they look for where's the AMH? Is it on the treatment plan? Is it on their lab history? And you don't want to bounce around 10 different ways with each patient when you're rounding on 50 or 70 or 100 patients in a day. You want to see that information quickly. So we all have to try to work in the same way but also Across clinics, people enter information to an EMR differently. And when you see it where I see it, which is at the network level, where you have like 20 or 25 clinics, all doing things differently, all some of them using different electronic medical records, and you're trying to say, what are the best practices? Like, how do we make our best clinic and our worst clinic closer together? How do we bring people that might have an issue in fertilization or an issue in conversion or a pregnancy rate issue. How do we understand it? How do we isolate the variables that might be contributing and try to bring them up? Because that's what really is going to help patients. And that's the real value of being part of a large network. It's not that we're like pointing fingers and being like, you're number one, you're number 20. We're saying like, what is it that number one does really well? And can we learn anything from that to go teach number 15 to 20 to help them? How do we bring those best practices? And no, sometimes it's the patients, right? Like some patients have lower prognosis. Some people take care of patients that have more comorbidities, are older, have a lower chance of success, but sometimes it's not. So it's really, you cannot answer those questions if you don't have data. You know, the first step of process improvement is measurement. And you have to be able to measure and you have to be able to measure. consistently and accurately and getting all of that data is a huge challenge with a fragmented system because you can't compare apples to oranges. So it's really a huge investment of time and effort to aggregate all of this data into a single platform that we can use to start asking these questions. And, you know, I'm sure we'll touch on this later, but that can help process improvement, QIQA, setting KPIs. but it also helps the field because it helps research. Like we're very lucky at USF to have five fellowships and two of very smart, hungry fellows that are trying to ask existential questions about our field. And before it used to take a long time to get enough data to answer those questions. If we can give them data from 20 clinics that are working together and we can have it clean for them to ask these questions, they're going to ask them and answer them a lot quicker. We can delve into that later too.

    Griffin Jones (26:19) I want to delve into some of that. You told me at ASRM about a company called Cercle. I didn't know them at the time. I just asked you an open-ended question of who I should be paying attention to. I asked David Stern the same thing. And you both told me about this company called Cercle that I know now. But I didn't know at the time. What did they do?

    Eduardo Hariton (26:41) So Cercle is an artificial intelligence company and their core competency is to use AI and agents to clean data. So they will go into an Excel file with a bunch of patient data or PDFs or JPEG images and they will sweep through that data and they will extract and number one, they will structure. So they will take those patient variables and put them into what they call the graph, which is essentially a relational database that connects every patient to another patient and connects every data point to each other. So it's no longer in like columns and rows, but in this kind of relational database that then you can use to ask questions for them. And they will also anonymize the data. So they don't care if it's Patty or Jenny or John, they just care that this is a patient. of these demographics that went through a system. And that allows them to ask very complex questions of the data. They're agnostic to electronic medical records. if you have like, we did multiple medical records in one system, they are able to take that data, absorb it from different ones, and then put it in an apples to apples way where we can look across different DMRs when before that would have been exceedingly challenging.

    Griffin Jones (28:07) Does that solve for the underlying API issue or no? Because normally you would have to have something that the EMRs are all connected under a certain underlying API in order for that to work, right? Does that help to get around that or is that a different issue? Eduardo Hariton (28:24) Well, it depends on the EMR. they don't necessarily, you know, they could, I guess, essentially take the data, clean it, and then push it back into the EMR. I think there's probably some compliance issues there that you need to think about and like, you know, data quality and be very comfortable that it's not going to change in a way where you're making a decision. But essentially, you can extract it out of the EMR and see it outside of your EMR in a way that is very useful. not necessarily for, you know, hey, this patient, I send them the data, they sent it back and now I'm looking at the data they got me, but rather aggregated patients. you know, one of the use cases that we have, built an artificial intelligence predictor tool, I wanted to be able to give my patients personalized predictions as to what they did. And because we were able to work with Cercle in creating this graph that has our patient, you know, anonymized data. So they don't know what patients what, but they know that 26 year old with this AMH and that diagnosis had these outcomes. I'm able to ask them, I have a 34 year old with PCOS and AMH of 3.5 and antral follicle count of so-and-so. And this is the partner semen analysis. That person's in front of me and they're asking me what's their pregnancy rate if they do IUI and IVF. So I go to this predictor tool, I enter these variables and I'm able to within seconds present them data from the last eight years across our network of how patients like them did. That helps the patient make an informed decision so that patient can then understand, okay, well, IUI cost this, you know, maybe has this percent chance of success. If I'm not there, I'll have to go to IVF. Which one seems more appealing? How do I, you know, what's the right path for me? It also sets expectations, right? When I'm calling that patient and I'm like, Hey, you know, your IUI cycle was not successful. I'm sorry. I don't have better news. Let's try it again. It's not a huge shock because they understand that the success rate of IVF is higher than IUI or that IUI was not going to work in two or three people, for example. So it sets the stage to set realistic expectations. And we started using this recently, so I don't have a ton of data to show for it yet. But I want to understand if when that patient fails the first cycle, that patient sticks around with us for that second cycle, because they understood that was a possibility rather than have this big disappointment. And then they're like, I can't believe this happened. There must be something wrong. I need to go somewhere else because clearly something didn't work out here. I think the expectation setting.

    Griffin Jones (31:07) Will you have those business insights to be able to see our conversion to second cycle after failed first cycle has increased using this? Eduardo Hariton (31:18) Yeah, absolutely. Yeah, that's part of why we want to understand. Like we want to know if these tools are helpful to patients, you know, to some degree. Yes, we want people who need treatment to get the treatment that they need. That's an important business metric for the organization. But for me as a clinician, that's, you know, I'm spending an hour with a patient. I want to understand if that patient doesn't stick with me. Why is that happening? Is it because I'm not setting the right expectations? Is it because my team's not working well in the diagnostic phase? Is it because I'm just not the right fit? Those are all things that are okay, but you see conversion of 70 % for some doctors and 10 % for others. So to the same point of like using data to help improve, we want to understand what do the people that convert 70 % of patients do well and how can that help the people that convert 10 % because we want to work harder, not smarter. You know, we have all talked about the bottleneck of fertility is providers and it's a supply-side problem. So if you have a doctor that has to see 10 patients for every one that goes to treatment, you're not using their time efficiently. So this is just one of the tools that can help patients. And I do think it's going to move the needle in how they convert. I think it's going to distill down probability. That's very complex for a patient to understand into a very easy to understand process. But I think ultimately it's part of building that. expectation for the patient to help them know what's next and know what to expect.

    Griffin Jones (32:47) Is the Delta really that wide in conversion between doctors 70 % to 10 %?

    Eduardo Hariton (32:54) In some, yeah. mean, I think it's not just the doctor there. It's like, know, new physician, difficult market, cash pay versus a lot of managed care. So there are a lot of variables that are there, but yeah, there are, there's a very wide, you know, even within clinic, there's a wide range of what people convert. So that's the same market. And then across the country, there's even wider variations of what folks convert.

    Griffin Jones (33:19) 10 % seems like you would have a hard time staying in business. I've seen variation and have seen some with 70 % and probably some with lower than 30 % and then you start to get concerned. It sounds like there's a really big gap there.

    Eduardo Hariton (33:40) Yeah, I mean, I think you have to think about someone's practice. And yes, I would not want to be in a situation where I have to see, again, 10 new patients for one that converts, but you have to measure conversion at a given time point. So if you measure conversion at four months or five months, some people take longer than that. Some people have to save, some of it is financial. So it's not like those patients never come back, but they might just not come back yet. Some people have surgical expertise. So they're seeing patients for a different thing and they like operating on endometriosis. So they're seeing three, four endometriosis patients that might not need surgery for everyone that does. So there's an element of clinical variation, but yes, 10 % is low. And I'd say most people probably hover in the 20 to 40 to 50%. Anything over 50 is fantastic.

    Griffin Jones (34:35) With these tools, are you getting real conversion rate data now? Because when people used to hire us, they would ask that and I could just help them do it directionally. The napkin math is that you take your number of retrievals for a year and you divide it by your number of new patients. And that gives you a directional conversion rate. But it only works over a longer period of time, like 12 months, maybe six. It doesn't work over a quarter. It certainly doesn't work over a month because... It obviously takes a longer time for some people to convert, but that gives you some directional math. Are you comfortable that when you see a conversion rate for a doc now that you're looking at the true number?

    Eduardo Hariton (35:16) Yeah, and you know, we have our own internal tools for this, but the right way to measure conversion is to say, okay, we are, you know, so to speak, let's say we are in June, because I don't know when this is going to air. So if we're in June, we want to know, are the patients that I'm seeing today in June are going to convert by November? So in November, we have to look back and say, how many of the people that Eduardo saw in June have gone to treatment? What treatment have they gone to? who didn't convert and ideally understand why they didn't convert. But you're looking at a time point, it doesn't matter. We could have a super busy June, but those are the January patients, Like December and January are typically slow months for IVF. It's not that our conversion is bad, it's that we often close the lab and don't do a lot of retrievals. So the real metric is at a given time point and every... network or clinic and pick whatever the time point is depending on how their curve of conversion, what the sweet spot is, but you want to see how many patients that you saw X number of months ago have converted by now. That's your true conversion because you're actually tying those treatments to the patient and we do have the ability to do that and we do have the ability to understand how the tracks over time, you know, everybody, you know, fluctuates a little bit, but you see pretty decent trends in conversion as to what happens to a physician. And I think one of the things, you you know this about me, like I really enjoy teaching and like I enjoy working with fellows and I enjoy working with new associates and I'm a new associate. So I don't know the secrets of this is partly selfish for me. I want to understand what do the people that have conversion rates over 50 % do? How do they talk to their patients? How do they run their clinical teams? How do they follow up? How can someone do 500 cycles and every patient loves them and feel like they're their only patient? And some people struggle with that at 200 cycles. You know, it's really important, helpful information to understand, you know, the variations in practice. I want to learn from the people that are super productive because as you get busier, it gets harder. Early on, I can call my patient all the time. I can give them all of the results. And that's what you should be doing to build yourself, to get comfortable and to build those relationships and that kind of marketing army of pregnant patients that are going to recommend you. But as you get busier, that gets harder and you have to pick and choose what matters. So looking and seeing what matters that all these superstars do clinically and in productivity and how will you translate that into things that you can do yourself to run a very efficient practice and how will you give that to the next generation of physicians to give them the wherewithal and the tools and the savviness to think about these things early on, because this is not natural. Like we all wanna be 110 % for every single patient. We all wanna get back to them the same day at the same time and make them feel heard, because that's what the patient wants, but time just doesn't allow us. So picking and choosing the time points where it really means a lot to connect with that patient, I think can give you most of that, but also make you efficient as you grow your practice.

    Griffin Jones (38:27) And it's really hard to scale the replication of those best practices without the data, isn't it? Because one of the barriers that I hear to scaling care is docs say, well, I've got to be the one to do this attention, to provide this attention, to do this particular service. And it's not immediately clear to me what's necessary for the doctor to do every single time. But if you could at least see this doc by volume, this doc by conversion rate, and by these docs by volume conversion rate and NPS score versus these ones, then you could at least start to say, okay, there are things that they're doing that their patients are happy with them. And it's obviously not a question of volume. But you need that data first.

    Eduardo Hariton (39:14) Yeah, I mean, you don't even know. don't know what the best practices are if you can't measure them. You don't know who the superstars are if you can't measure these things. So absolutely you need that. There's an element of personality too, but I think a lot of it is understanding what those are and what people do. And I think what my sense is from talking to a lot of these folks is one thing that they do really well is set expectations. from the beginning, like I'm going to be your doctor, I am going to be picking your protocol, you're not going to see me through your IVF cycle, my sonographers do this. I'm going to be looking at all the images and making the important decision, but the reason why I'm sitting here with you for an hour is that I have three people doing ultrasounds for me in the three rooms next door, and I'm going to be looking at all of those images as soon as we're done. I am probably not gonna do your retrieval. I hope we get lucky and it falls on my day, but I want the retrieval to be on the best day for you, not the best day for my schedule. So we all take turns doing them and I would let my sister go through a retrieval with any of my partners, they're skilled, they're well trained, but I just want you to know that because I don't want you to be disappointed. And I'm hoping it works out that it's me, but statistically it probably won't because there's 10 of us. And when you set those expectations along the way, The patient's not constantly disappointed. They're not expecting to see you every day, but you have a lot more time to pick up the phone and give them a call here and there, and they get excited. They're so grateful that they get to hear from you. know, Ruhi's taught me that. She sets the right expectations from day one. You're probably not gonna see me. You're gonna see this. This is all my care team. I'm one of them. I'm not at the top. We're gonna all take great care of you. And then over time, you do that. And some of the other really productive doctors have a strong team. nurse practitioners, APPs, strong nurses, clinical coordinators, you're all working together, they need to feel like those people are part of the team and they need to know that most of the interaction will happen with them upfront or they're going to be disappointed and your NPS score is going to

    Griffin Jones (41:17) When you talk about data and improvement, the first step being for data improvement is measurement. To what extent do these tools help mitigate the... insufficient input and to what extent is input always unmitigatable.

    Eduardo Hariton (41:33) I mean, would say garbage in garbage out always, right? Like if you are not charting correctly, if the information is not there, you do not want this to be made up. There's a concept where you can have smart fixing of emptiness. I forget the official term, but it's essentially like inputting empty values to our best guess. Statistically, you could do that. You do not want to do that for patient data. You do not want to be like, well, her androphobia was this, so we assume her image would be that. Let's just go with that. You have to account for the missingness of the data, and it's OK for it to be missing. But the input part, it's really important. And I don't think that's something that we can necessarily fix looking backwards. I think that's something that we have to improve moving forward and create standards of how we use this electronic. medical records. The part that we haven't touched on is people think that the electronic medical record is a technology and you're just like, I switch EMRs, this one's nicer, it has an app. But an electronic medical record is a foundational operating model of your clinic. When you build a clinic, you build it around an EMR and a set of flows. And when you transition from one electronic medical record to another, That changes how you communicate with your clinical team. That changes how your day works and how you're rounding on patients and how you're taking care of tasks and reviewing them. So your whole flow, you have to take a step back and understand, I, what worked well about that tool? And what do I wanna replicate? And what didn't work well? And what do I have a new tool here? That change management is incredibly hard because it's... changing people. People don't like change, number one, but it's also it might constrain you in a way that you don't want to be constrained. Things that you might have liked about the older one you can't do here because it's just not how it's displayed or solved. So really thinking through how do you use your technology in order to provide better care, the EMR is the central part of that as a physician. And that's why it's such an important decision. What EMR do you use? And is it going to make you more efficient, less efficient? how painful would that change be? And really know that for those first like one, two, three months of a transition, you're going to be swimming upstream because your clinic is just gonna run more inefficiently. But once you hit that velocity, hopefully you switch to something that makes you more efficient and then you start getting like half an hour, an hour, two hours of your day back where before it was really manual tasking and now you can do it more efficient.

    Griffin Jones (44:15) Is the reason, is that the reason why EMRs have not really been able to integrate with CRMs that it's not just a software, it's a foundational operating model for the clinic?

    Eduardo Hariton (44:28) I don't think that's necessarily the reason. I think a lot of EMRs should probably think about being CRMs in the future, right? Like there is nothing, you I think being an EMR is a lot more complex than being a CRM to some degree, but that patient should come in and flow right through to some degree. So there's integration that has been built between CRMs and EMRs, but I don't think that that's necessarily the reason. I think the people who are building EMRs have a core. core competency in that. there's really CRM is not just a fertility thing. We're a niche industry, we're small, there's not that many clinics. So the amount of interest that you have in building a fertility on EMR is very different than what you have in building patient CRM in healthcare. So we often have great solutions that are used across dermatology, ophthalmology, a bunch of independent private practices or networks or even hospitals that are very good CRMs. they just are not going to go into the EMR space infertility. It's also hard to go the other way because you're competing against very big, well-capitalized players. But in a perfect world, you either would integrate them both very seamlessly or have a CRM function that can take you all the way upstream.

    Griffin Jones (45:44) This was always at the top of the list of challenges that we faced when we were doing marketing for clinics, that there was never a good CRM in the fertility space. You talked about maybe the reason why it hasn't gone the other way of EMRs getting into the CRM space is because there's well-capitalized players. Why do you think that they haven't further developed this CRM capability? And we're seeing all these other patient triage, patient automation systems try to come in and do that in the fertility space. I think the EMRs have said that, we have these capabilities. We work with them. They didn't. You could not use them for any meaningful CRM purpose. despite them saying, you can pull this report and that report. Why not?

    Eduardo Hariton (46:31) I think eventually some will, is my guess, over time that's going to become more more important and you know, it's going to become a differentiator for whoever does it and does it well. I think the challenge is that it's not their core competency and building a medical record system is very hard. So when you look at the engineers, the front and back and the people building these EMRs, they are heads down trying to make their EMRs better. If it's a new one, there's a lot to improve. If it's an old one, there's a lot to update. So when you say, okay, I have this set of customers, nobody loves their EMRs, so you already have a set of grumpy customers. It's good enough, some are good, some are not so good, some are very bad, but like NPS scores for EMRs, not great, because it's always something about it that could be better. And you say, well, I can use my resources to go build this other thing that then I have to go cross-sell, or I can work on improving my product that... people don't like, but I have to keep them liking, you're going to go to that first one. That's your core competency. That's what feeds you. And you're not going to go develop something else. It takes a lot of investment to do that. And it's a bet. Do I think someone's going to take that bet when they take a step back and look at the whole ecosystem? I do. I think that eventually someone will do that. But I see if I was running an EMR company and I had a list of like hundreds of things that my doctors wanted to make better. and those are the people that are paying for my mortgage at the moment, I would focus all of my attention in building a better and better EMR. Plus you also want to focus your attention in going and building your company by getting more people to switch over to your EMR. So I think people are just heads down in trying to run their companies that they're not stepping back and looking at the whole picture. But eventually I think someone will.

    Griffin Jones (48:23) You mentioned the next step after you've improved measurement, then you can really invest in process improvement in QI and QA. How? What are some specific use cases of being able to do that?

    Eduardo Hariton (48:36) I think the most clear use case and the easiest one is the lab. We can look into the lab and you have an input which is eggs that a physician retrieves and then you have an output which is embryos that make pregnancy and you have very discrete steps across that process. you know, how many eggs that you exe fertilize correctly. So your fertilization rate, same for conventional. How many blastocysts that you grow. make it to day five or day six, quality of the blastosis, how many of those implant and give pregnancies. So you have clear points, you your thought rate, survival rates, et cetera. You can look across your clinic, can look across physician, we can look across the network and try to understand what are my best performing labs, what are my worst performing labs? What do we know about each of them? Is it the patients? Is there a different inpatient? When you control for the patient coming in and you make it, apples to apples, this age range, know, all using PGT or not using PGT, do we still see those differences and what can we learn about it? And some of them you can learn from the EMR and you can see, hey, and some of them you have to go in person. So we do a lot of like think tanks and flying people from one lab to the other. And we take one lab director, have them come here and go over there and really try to understand those practices to see where we can do and we can move the needle. but you need that granular data as to what's happening. I also think it's important to do it at the clinic level. This was something that predated me at RSA Bay where our doctors have a great culture of transparency and we have a lab director that is very maniacal about measurement. So we would get reports that say pregnancy rate by physician for this quarter and pregnancy rate by embryologist and the combination of both. And we could see I do better, this does better, this person had a bad quarter, but, then, you you have, you know, humble founder of the practice would say, have a lower pregnancy rate this month. Can someone come watch my transfers, make sure that I'm not doing, you know, and, and to me that is exactly the kind of culture that you need to get better. And nothing was different. Everything was perfect. It was a fluke. His patients were lower prognosis and and it happens to me and it happens to everybody else. But you see that it happens to your senior partner, it happens to you. Everybody has fluctuations. What you don't want to happen is you go two years with someone that has 20, 30 % lower pregnancy rate because they're doing something different and no one noticed because no one looked, right? We want to know. I want to be able to tell my patients in that first visit, I tell them, it doesn't matter who retrieves you, you're going to get the same. So I know that when we didn't get a lot of eggs for my patient, I can call them the next day and they're like, I wish you would have been there to do that. And I can say, we measure this. We know that each of our doctors gets the same number of eggs, gets the same maturity. We all see how we do things and we measure that. So if I was there, I would have also gotten four eggs for you. I can say that not just because I'm making you feel better, but because we measure this and we want to know that. And we want to know that the new doctors that join our practice are practicing to a standard of care. We want to know that everybody's progressing well and we want to understand not to be punitive in any way, but to really help them improve. So that culture of measurement, I think predated our practice and my time there. And it's something that I have found super important as we think about quality and quality improvement for a bigger organization.

    Griffin Jones (52:17) once you have these benchmarks, how are they disseminated? Am I looking in as a physician, am I looking in a portal and seeing my conversion rate against the average conversion rate or my number of patients or my retrievals against the average number or my success rate or my NPS score? I like seeing all that in some sort of portal against my own data or does US Fertility have a quarterly meeting where you get everybody on Zoom and tell them like, Here's what the benchmarks are. How do you disseminate benchmarks?

    Eduardo Hariton (52:49) So I think the each practice gets a report every month that shows you, know, how you're doing, what's your conversion, how many retrievals, how many transfers, all of this, which is just to help you track how you are and how you're doing. And you can see you and you can see your partners. This is not secretive in any way. We want people to understand how they're doing and see how other people are doing. And it's not necessarily to be like, you have to do more, you have to do more. It's to show you like, you know, this is what's possible and this is the range of what things are and you can use that as you want. You know, we want our practice directors to help, especially younger physicians who are growing their practice, understand what those are and help them see, well, if your conversion is an issue, let's think about how we improve. If your new patient visits are the problem, let's get you out there. Let's get you some lunches. Do you want to do a couple of webinars? Like what can we do to support you grow your practice at your own pace? But you need that data. to be able to do that. Every practice itself manages the clinical quality side a little bit different. We have Kate Devine at the top organization looking at it across all our practices, but at each practice level, there's medical directors and there's leadership that can help understand what that means. And you're going to have some variation that is inherent and normal, but you really want to understand, especially for the people that proactively are like, I'm seeing that I'm not where I want to be. someone help me. We want to have those systems, coaching, that mentorship, that data to help diagnose the problem so that we can help them grow. And that can be, they're not getting patients in the door. They need to get out there a little bit more, build those referrals. That could be those patients that are not sticking with them. It's harder when you're younger. Patients want experience and they know when you graduated fellowship and they can see how young you are. So you have to help them feel like they're gonna get top notch care, which they will, but you gotta make them believe it. And that takes a little while to develop and get to know. So we try to give them that data, give them the support that they need and give them that information to empower them to grow the practice that they want to grow and build.

    Griffin Jones (55:02) Do you know off the top of your head how many EMRs US Fertility had at one point? You have the US Fertility EMR, but with all the acquisition, with ovation, you've got all these different practices and labs. Are we talking like six, seven, eight different EMRs at one point? More than that?

    Eduardo Hariton (55:19) I'd say I can think of four of the top of my head and I think that there are more in some of the clinics that are there. So I'd say if I had to guess, I would say like five to seven, or take.

    Griffin Jones (55:35) Standardizing data across that many seems really difficult. Why did you choose Cercle to be able to do that? What did they have or show that made them make sense to be the people to use that for?

    Eduardo Hariton (55:50) So what was unique about them was that their core competency was harmonizing the data and structuring it and ingesting it. So to be very clear, this is still a process that requires a lot of input. So when you bring a new EMR on board, we do have to map every column and every file. Everybody calls them differently. They're not the same. They have different scales. have to spend the time making sense of all of it, then we have to QI it, then we have to make sure it matches what they were measuring. And sometimes, you know, that's inaccurate. So it said that they were like measuring it wrong, or it said that we ingested it wrong. Like, what does that look like? So there's a lot of work each time you do that. It's not like you press a button and all of a sudden the dashboard's up. But the cleaning part of it, they're looking through different data fields, they're ingesting, they're making it match. side of things is automated in a way that even in SQL or some of those programs would have been really challenging and difficult to do. So I want all of that process to be sound, but also as automated as it can be. And that's a core competency that we do not have. We do not have software engineer. We do not have agents that we can send into a database.

    Griffin Jones (57:05) And is that normally what you would have to do? Hire data architects to build that in SQL or some other language and build that all out? Eduardo Hariton (57:14) I think what you would have to do if you were trying to aggregate it all in the old school ways, you would have this like massive Excel file with the 60 columns you care about. And you would have to have a ton of like pivot tables and macros to bring data from different ones that fit into the right one. And you would have to do that each time. So each time you add it, it would have to be processed. When you do it with Cercle, once they build the, you know, call them the highways. Once the highways are built and you know the off ramp and what data goes where, when it comes this way, it's always has to go that way. Then you can really just give them the same structure of data and get the output already. So a lot of the work is upfront in making sure it's validated and it flows well. But once it flows well, it's gonna continue to flow well, because it's gonna, they already know what highway exit to take for. this piece or that piece.

    Griffin Jones (58:12) four years ago, you and I had a bet. Would the cost of IVF increase or decrease within five years? I'm not going to gloat too much, Eduardo. I'm not going to go too much over you. I am going to gloat a little bit more over the people that when you and I were speaking at a conference two years ago. So at this point, we were two years into the five-year bet, not four, but also not zero. So they only had to look ahead to a three year horizon. I asked them if they agreed with you or if they agreed with me. It was 80, maybe 90 % of people agreed with you. And I knew that I was right in that moment after they all raised their hand and said that. But then the comments that they said after, they clearly couldn't figure out how to bring down the cost of IVF. So my question is, why hasn't the cost of IVF come down? And can tools like this or this approach to data... Will that bring the cost of IVF down? Why hasn't it come down? What will be necessary using this technology or otherwise to make it so?

    Eduardo Hariton (59:21) I would say I still got a year, but it's not looking good for me. ⁓ It's not looking good for me. I would say because we have a supply side problem. It's basic price elasticity macroeconomics. I think as you have more and more people coming to the system, this is a fixed cost business. The marginal cost of the next retrieval is always going to be the lowest. So we're going to scale.

    Griffin Jones (59:26) No it's not.

    Eduardo Hariton (59:46) to where we can support that lower cost of IVF. And there are some lower cost models that can deliver IVF, but it's not going to be the way that we're used to delivering IVF. And once we break through that bottleneck of how many retrievals we're able to do, once we make people have the tools to be able to be more efficient without sacrificing the patient experience or the patient outcome, which are the two important things, then I think we're going to start to see. that cost of IVF starting to drop. And then we have to pass it on to the patients. And I think when we think about passing it on to the patients, I think that pressure is going to come from managed care. So if California covers nine more million people in the next few years, we're going to have to do a lot more IVF. But those insurances that are covering that much, they're not going to pay our sticker price. They're going to pay less. And then we're going to have to be able to know, how do I take care of those patients? And with this amount, And David Stern talks about that all the time when he talks about the Massachusetts experience. They're able to do IVF cycles with great outcomes at a lower cost because they're built for scale. They're built for volume and their average physician does more retrievals than the average physician in the United States. So once we remove that supply side and we have that volume coming in, I do think that cost is going down, but right now we don't have that happen. And it's happened slower. than I expected it to happen when I was a Green fellow in fellowship talking to you. But I do think it's eventually going to happen. So I'm going to double down at the end of next year and we'll make another bet. I do think this data will help us lower the cost of care over time. I think it's going to allow us to be more efficient. It's going to not only on the data and CRM side, but on how we manage patient care. It's going to help us meet the patients where they are, communicate that in a way where it doesn't require so many people hours. And the biggest cost in our clinics is not media or icky pipettes, it's people. We have to take care of more patients with less people. And we have to take the tasks that are annoying for those people, like looking through a thousand pages of Kaiser records and automate that, because my nurse also wants to talk to the patient and she also wants to call them with their pregnancy test. She doesn't want to look through their nail infections from 10 years ago. So if we can use the technology to automate the tasks that do not give our employees joy and let everybody work at the top of their license and let someone like me help my patients and connect with them without having to do the manual work, we're going to run much more efficient clinics. We're going to be able to deliver the same outcomes in IVF for a lower cost. And eventually I'm going to win that bet.

    Griffin Jones (1:02:36) Well, yeah, because then it's a different bet. So I'm not going to let you double down because I'm not going to take the opposite side of that bet again. I'm not going to take it next year because I am starting to see enough of things in the pipeline to provide that scale that you're describing. But I also don't know that I would take your side of the bet just yet. I'll wait. I'll let the rest of the year finish out and then and then decide if I want to join you on your side of the fence. for next year. But do you think the number one thing is that managed care did not increase to the volume that you're expecting? Is that the main catalyst in your view?

    Eduardo Hariton (1:03:15) I don't think that necessarily is that, but I think that we have a system where we have more people wanting our care than we have the ability to deliver that care to some degree, right? There's no waitlist everywhere. There's people that are not busy, but generally you have, when you have a supply side problem, you are able to price how you want and you are able to price at a price that helps you run the clinic. So if someone's willing to pay me X, why am I going to charge them 80 %? I have a lot of cost too. is, you you could call it greedy, but you could call it, well, if I charge them what they're willing to pay me, I can hire that patient experience navigator and I can invest in this technology and I can build the app that they've been asking for a while. So you essentially use that and you invest in your company and you grow. So, you know, I think when, when no one's telling you to lower your price, you're not going to lower your price when people are helped, you know, when When you have pressure, you're going to have to figure out how to survive in a different environment. You know, there's concierge medicine, there's like bare bones medicine, and then there's somewhere in between. And right now we're in a world where we have enough demand that the price side of the equation is not necessarily the biggest variable at the moment. You're able to grow without that. But I think that over time, managed care is going to drive some price pressure. And I know that from looking at what happens in Illinois and what happens in Massachusetts and talking to colleagues there, when the revenue per retrieval goes down, you need to figure out how to operate more lean and efficiently. And the question is, can we bring those models to different markets in the absence of managed care? We can and we should, and we should want to be more efficient to help more patients. But our costs are going up too. So when you look at the clinics, like there's, I'm not going to go into the whole inflation thing, but like our cost to serve goes up. When my nurse goes to the supermarket and the cost are 30 % higher, I need to pay her more and I need to pay my suppliers more and everything has gone out. So the reason why the prices have gone up and I'm not going to inflation adjusted for you on our bed, but when our cost to serve go up. Yeah. Yeah.

    The Griffin Jones (1:05:27) We made the bet in 2021, The inflation was already underway. Eduardo Hariton (1:05:34) when you have our costs going up, we have to raise our prices. That's the only way we can maintain our margins and survive. But if the margin is getting squeezed from the top, then we have to figure out how to shrink our cost to serve. And I think the biggest opportunity that we have, and it ties to data to some degree, is technology. I think we can serve our patients with technology a lot better. And I'll pull from David and Abigail, like no one comes to our clinic. One, they don't want to be there. No one likes to have a baby in our clinic. And when they come, they want a baby. They don't want a cycle. They don't want your empathy. They do. like what they really want is to walk out of your clinic as quickly as possible for at least as possible with their baby. And we need to figure out what is it that really matters to that patient and how do we give them that. And that's the baby, but that's also the experience. We can give them just as good of an experience using technology for a lower cost, less people on our side, less operations, less phone calls, more texting, more automation, and still have them work out of our clinic thrilled, grateful, and recommending us without needing to invest so heavily in the people side. And what I want from my people, I want them to do things that make them happy. I walk into my nurse's room. And I see when they had a good day and when they had a bad day and when they had a good day, they're the days that are spending time with patients. They're seeing them, they're cheering them on. They cannot wait to come to those ultrasounds with me because they're living that experience with the patient too. They don't want to be in front of a screen reading records and inputting data and that kind of stuff. So I think we're going to use technology so much better over the next five to 10 years in making that experience better for our staff. for our patients and then using the efficiencies that we gain to be able to open our aperture and say, we are now willing and able to take care of a lot more people and go downstream from the small subset that we're able to serve right now to serve a much more vast population of patients. And that's the right thing to do for the business. It's the right thing to do ethically. And it's the right thing to do for the socioeconomic trends that we have where we're not replacing. our population in terms of the number of families that want and need to have kids. So I think to meet that need, which is an imperative in terms of the replacement rates across the developed world, we need to take that approach and open it up so more people can come in.

    Griffin Jones (1:08:06) Every time we talk, I could talk to you for a couple more hours and I think the audience could listen for a couple more hours every time. So audience, if I'm not giving you enough Eduardo, check out his channel, check out Fertility Explained and get some more of Dr. Heriton's insights. Of course, we'll have you back on. Man, I love having you on the program. Thanks for coming back on the show.

    Eduardo Hariton (1:08:26) Thanks so much for having me. And I'm glad I booked that extra half hour because you thought we would be done. And here we are, up to the top of the hour. All right. Have a great day. Great to see you. Griffin Jones (1:08:32) Parkinson's law. Thanks, mate.

    Eduardo Hariton (1:08:39) Cercle is an artificial intelligence company and their core competency is to use AI and agents to clean data. So they will go into an Excel file with a bunch of patient data or PDFs or JPEG images and they will sweep through that data and they will extract and they will structure.

HaritonMD
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Dr. Eduardo Hariton
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253 Booming IVF Innovation. What the US and world can learn from Mexico. Daniel Madero. Juan Moctezuma.

 
 

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 if 25–35% of patients in the U.S., Canada, or Europe left for equal-quality IVF at a quarter of the cost?

In this episode we take you back to Mexico City, ground zero for what may be the next global IVF surge.

Juan Esteban Moctezuma, Co-Founder and Co-CEO of Reina Madre, and Daniel Madero, CEO of Fertilidad Integral, join the show to discuss:

  • The hub-and-spoke model fueling their growth

  • How they plan to scale egg freezing and IVF nationwide

  • Why they’re betting big on automated IVF labs from Conceivable

  • How tech, capital, and Ob/Gyn funnels could transform IVF care across Latin America

  • Why this may be one of the biggest untapped investment opportunities in global fertility care.


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  • 00:00:02:21 - 00:00:15:10

    Speaker 1 - Juan Moctezuma

    Mexico is already, a third or even less of the cost. Us as in the US. Right. And then, other has always been and will be about access and about delivering the best quality, but at lower cost.

     

    00:00:15:12 - 00:00:45:12

    Speaker 2 - Daniel Madero

    That means that even though we used evidence based medicine at the treatment level, we are supporting the patient throughout. The experience with wellness is what we call it. So we have a psychologist and, nutritionist. We do acupuncture and massages.

     

    00:00:45:14 - 00:01:09:10

    Speaker 3 - Griffin Jones

    What if a quarter or a third of your patients left the US or Canada or Europe to get equal quality IVF for a quarter of the cost in another country? What country could that be? If you saw what I'm seeing here in this stunning district of the largest city in North America, the answer would be heir apparent. Juan Moctezuma is the co-founder and co-CEO of Reina madre, which among other specialties, is one of the largest ObGyn networks in Mexico.

     

    00:01:09:12 - 00:01:34:04

    Speaker 3 - Griffin Jones

    Daniel Madero is the CEO for Fertilidad Integral, one of the largest IVF groups in the city with two labs and three clinics. They talk about the hub and spoke model that each of their organizations are developing, how they plan to multiply the number of IVF and egg freezing patients in Mexico, how they plan to use technology like conceivable to scale IVF care and fill patient pipelines.

     

    00:01:34:06 - 00:01:57:02

    Speaker 3 - Griffin Jones

    Starting with the ObGyn, they discuss the capital markets in Mexico and why it's one of the biggest opportunities for investment in health, tech and IVF on the planet. They're both sold on this automated IVF lab from conceivable, but why? They talk about why it's such an integral part of their strategy for vast expansion. Joy.

     

    00:01:57:04 - 00:02:18:23

    Speaker 4

    Today's advertiser helped make the production and delivery of this episode possible for free to you, but the themes expressed by The Guest 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, and the guest appearance is not an endorsement of the Advertiser.

     

    00:02:19:01 - 00:02:44:14

    Speaker 3 - Griffin Jones

    Mr. Moctezuma, Juan, welcome to the Inside Reproductive Health podcast. Mr. Madero, Daniel, Danny, my friend, welcome back to the Inside Reproductive Health podcast. This time in person, this time on your turf. Looking forward to talking to both of you. Tell me a little bit, Juan, about the business model of Reyna madre, which is a large ObGyn group, a large group, a few different specialties as I understand.

     

    00:02:44:14 - 00:02:52:03

    Speaker 3 - Griffin Jones

    But tell me a little bit about Reyna madre at the global level. And then specifically in in an area.

     

    00:02:52:05 - 00:03:20:08

    Speaker 1 - Juan Moctezuma

    Of course. It's a pleasure to be here. Thank you for the invitation. So, both Reyna madre and Maria Linda, we are the largest network of ob gyn pediatrics and dermatology in in Mexico. We have a chain of 14 clinics throughout four states with a plan of going national in the years to come. And entering into ob gyn, we have a network of over 120 abortions.

     

    00:03:20:10 - 00:03:55:15

    Speaker 1 - Juan Moctezuma

    We have, five areas recently, in the last five years, and we are hoping to increase a lot. Our outreach, in terms of fertility, right now, we provide about 500,000 consultations in the three specialties that I mentioned at the beginning. Fertility is a very nascent, niche that we are covering, today. But with the help of of conceivable, we are sure that we will be able to, expand our access and reach much more, families.

     

    00:03:55:17 - 00:04:03:15

    Speaker 3 - Griffin Jones

    And that's so right now with those five areas, no IVF labs, you use other folks, IVF labs. That. Right.

     

    00:04:03:15 - 00:04:23:15

    Speaker 1 - Juan Moctezuma

    Exactly. So, so we mainly, are partnering with Hope IVF, nowadays and these five areas, we've given over 10,000 consultations in over three years, about 350 treatments on more than 100, IVF. But we we're hoping to increase the number significantly.

     

    00:04:23:17 - 00:04:44:12

    Speaker 3 - Griffin Jones

    Of those 120 OB GYNs. How much of what they're doing involves gynecological surgery related to fertility? Are many of those 120? Are they just practicing obstetrics? Are they doing delivery in hospitals? Tell me about what they're doing and what they might be doing. As you go further down the road of Roe, I sure.

     

    00:04:44:12 - 00:05:15:21

    Speaker 1 - Juan Moctezuma

    So today, are over. Provide about 25,000 consultations per month. And that's mainly, prenatal care that that's our core. We, deliver about 500 new babies per month in a chain of on a network of partner hospitals that that we have in the 14 clinics. And the other half is normal ob gyn. So they're they are not really doing any fertility, specialized fertility nowadays.

     

    00:05:16:02 - 00:05:21:06

    Speaker 1 - Juan Moctezuma

    But we are hoping to change that then. And we'll talk about that. Here.

     

    00:05:21:08 - 00:05:36:11

    Speaker 3 - Griffin Jones

    Denny, when you were last on the podcast, I couldn't believe it had been that long. You weren't even the CEO of Fertilidad Integral yet. I think you may have been in talks with them, but for the last year and a half, you've been running one of the biggest centers here in Mexico City. Thank you for increasing my Latam audience.

     

    00:05:36:11 - 00:05:54:21

    Speaker 3 - Griffin Jones

    Last time you were on the Latam audience increased. And so like to see those numbers go up some more hit subscribe. So tell me a bit about what you've learned in the last year. And a half. What have you seen from this IVF center that maybe you hadn't seen before or or just now that you're running one?

     

    00:05:54:21 - 00:05:55:23

    Speaker 3 - Griffin Jones

    What's it been like?

     

    00:05:56:01 - 00:06:21:16

    Speaker 2 - Daniel Madero

    So we are three clinics now. We have two full clinics, and we have a satellite clinic hub and spoke in Toluca, the same place where they have a hospital. This past year and a half has been very eye opening. So coming into Fertilidad integral, I had a view of IVF that's more traditional and in line with what we are used to seeing in the US.

     

    00:06:21:18 - 00:06:59:15

    Speaker 2 - Daniel Madero

    But Fertilidad integral is focused on providing integral treatment. So holistic treatment, that means that even though we use evidence based medicine at the treatment level, we are supporting the patient throughout the experience with wellness is what we call it. So we have a psychologist and, nutritionist. We do acupuncture and massages, and we include this as part of the treatment for patients going through IVF, be it freezing their eggs for preservation or trying to conceive.

     

    00:06:59:17 - 00:07:09:10

    Speaker 3 - Griffin Jones

    You talked a little bit about hub and spoke. So right now to IVF labs with those three clinics. Is that the case or where do you see the hub and spoke model going?

     

    00:07:09:12 - 00:07:33:17

    Speaker 2 - Daniel Madero

    One of the things that we've seen with our satellite clinic is we have a big population of patients that. So for context, Mexico City is a country. It's massive. And then when we talk about Mexico City, you also have Mexico State, which is basically the surrounding area around Mexico City. But it's a different state.

     

    00:07:33:17 - 00:07:36:23

    Speaker 3 - Griffin Jones

    So like LA and LA County, but bigger, correct.

     

    00:07:37:01 - 00:07:38:19

    Speaker 2 - Daniel Madero

    24 million people.

     

    00:07:38:21 - 00:07:40:14

    Speaker 3 - Griffin Jones

    In the city or in the state.

     

    00:07:40:16 - 00:08:15:07

    Speaker 2 - Daniel Madero

    In city and state. So we are seeing that a lot of people within the state are still two, three hours away, drive from Mexico City from our main lab. So we want to disrupt their everyday life as little as possible. So we're building this satellite clinics to try to get closer to them. So that drive is no longer two hours, but 30 45 minutes where they're going to have to do most of the treatment, their stimulation, follow ups, and then only be at the clinic for retrieval and transfer.

     

    00:08:15:08 - 00:08:22:21

    Speaker 2 - Daniel Madero

    That means that they only have to travel twice if they're doing IVF, or ones if they're doing egg freezing.

     

    00:08:22:22 - 00:08:36:17

    Speaker 3 - Griffin Jones

    Juan, do you see Reina madre getting into this hub and spoke model as well? Do you see yourselves being more of the spokes funneling into hubs like Hope, IVF or Fertilidad Integral. What's your vision for this?

     

    00:08:36:19 - 00:08:59:09

    Speaker 1 - Juan Moctezuma

    Yeah, sure. So we're thinking of doing something that has worked, very well for us in new deliveries. So we started in Toluca having our own hospital inpatient clinic with 20 with 20 rooms. And the way we expanded, we we were talking to the owners of these big, hospital groups, such as the Star Medical Center in Killeen.

     

    00:08:59:09 - 00:09:23:20

    Speaker 1 - Juan Moctezuma

    And they said, like, okay, if you bring me all of your volume, of course we'll give you, great prices. So we like that idea. We see ourselves. That's our very low CapEx, model going forward. And we don't want to own a single lab in IVF, but we want to do hundreds or even thousands of IVF. And I think that's where where, hope IVF and conceivable enter for us.

     

    00:09:24:00 - 00:09:37:17

    Speaker 3 - Griffin Jones

    So you've we're here at hope IVF and conceivably ora is here on site. What have you been looking at the past couple of months and how do you see it growing into your system.

     

    00:09:37:19 - 00:10:00:23

    Speaker 1 - Juan Moctezuma

    Sure. So so I think the key for us is to empower our OB GYNs to be able to be the first point of contact and, training them and giving them all the tools so they can refer to our areas and, and then, to patients to come to one of the spokes, such as hope, IVF. So the main, main point is our doctors.

     

    00:10:01:01 - 00:10:05:19

    Speaker 3 - Griffin Jones

    Don't you see that going the same way? Do you see the OB GYNs being the front line?

     

    00:10:05:21 - 00:10:35:07

    Speaker 2 - Daniel Madero

    This is a place where most of the markets that I've seen are similar. There is a clear break between rise and OB GYNs, and one of the biggest challenges that we have anywhere really, is how to actually bring that gap closer together. Here in Mexico, we are starting to pilot some programs with OB GYNs in order to empower them as well.

     

    00:10:35:09 - 00:11:01:04

    Speaker 2 - Daniel Madero

    In this case, as you know, I've worked I was working with Levy last time I was in this podcast. So with Levy with translated the product, and we're going to start putting it in the hands of doctors so they can be kinds so they can start, doing more with less, meaning they don't have to get educated in order to get to a concrete diagnosis.

     

    00:11:01:06 - 00:11:23:09

    Speaker 2 - Daniel Madero

    But we can give them tools so they can get there faster. And once we have, diagnosed patient with a treatment line that we need to follow, then we work with those who begins to either bring those patients to Fertilidad Integral or work with them in the stem, and then doing the retrieval and everything else, and certainly integral.

     

    00:11:23:11 - 00:11:49:17

    Speaker 2 - Daniel Madero

    But this is a pilot and I'm hoping this works. And you've seen it one. Right. Like you have access to hundreds of OB GYNs that are seeing patients on a daily basis. And in fertility, it's 1 in 6 that, in fact, that's affected like 1 in 6 patients that will be affected. So a lot of patients that are getting to your OB GYNs will either today or down the line, need treatment at some point.

     

     

     

    00:11:49:19 - 00:12:03:00

    Speaker 2 - Daniel Madero

     

    So bridging that gap is going to be key for the success of, I guess, what you're doing with what we want to achieve with conceivable as well. And for us moving forward.

     

    00:12:03:02 - 00:12:23:09

    Speaker 3 - Griffin Jones

    Do you see these pilot programs being able to replicate in the United States, or is there anything specific about the health care system in Mexico that makes the testing of this hub and spoke model either easier, or just makes Mexico more logical place to do it? First?

     

    00:12:23:11 - 00:12:42:22

    Speaker 1 - Juan Moctezuma

    Sure. So so I mean, Mexico is already, a third or even less of the costs us as in the US, right. And the other has always been and will be about access and about delivering the best quality, but at lower cost. So, so for us the game means volume. And with volume comes, lower costs on lower prices.

     

    00:12:42:22 - 00:12:56:17

    Speaker 1 - Juan Moctezuma

    Talk to our patients. So, today I don't see, that that's so clear. In the US, I see more for the US patients to come to Mexico. Really to be, to be honest. But that's my opinion, I don't know.

     

    00:12:56:19 - 00:13:11:19

    Speaker 2 - Daniel Madero

    And I'm going to speak from experience of working in the U.S here. I think that one of the bottlenecks that the US currently has is the amount of rice that are coming out every year. You know these better than I do.

     

    00:13:11:20 - 00:13:13:01

    Speaker 3 - Griffin Jones

    60 last year.

     

    00:13:13:03 - 00:13:14:22

    Speaker 2 - Daniel Madero

    And how many retired?

     

    00:13:15:00 - 00:13:17:08

    Speaker 3 - Griffin Jones

    I don't know, I actually want to find that number.

     

    00:13:17:09 - 00:13:41:18

    Speaker 2 - Daniel Madero

    Exactly. So I think the we're going to get to a point in which we might have in the US more rice, retiring than those coming into the market. But talking about Mexico, we actually have a steady flow of rice. The main challenge that we have in Mexico is that a lot of those rice and the practicing traditional ob gyn as well.

     

    00:13:41:20 - 00:14:18:16

    Speaker 2 - Daniel Madero

    So there are things that we can bring from the American market, which is something that we are trying to do vertically integral focus those rice in doing what they're best at and putting those acquired that acquired knowledge into action. So just focusing on, fertility and then augmenting them. So we're thinking about augmenting or begins trying to get more people in through the door to, fertility treatments, but also here in Mexico, we need to get more rice doing just reproductive endocrinology.

     

    00:14:18:18 - 00:14:23:06

    Speaker 3 - Griffin Jones

    Why is it the case that there's a steady flow of rice in Mexico? What's producing that?

     

    00:14:23:08 - 00:14:54:03

    Speaker 2 - Daniel Madero

    Multiple programs across the, across the country. But this is more of, particularity of the of Mexico. So in the US, if you just had more programs graduating, rice, that would be great. Here in Mexico, we just have more programs graduating rice. And you'll have, you know, 2 or 3 areas graduating from where I'm program and other ones turning out like 4 or 5.

     

    00:14:54:05 - 00:15:01:21

    Speaker 2 - Daniel Madero

    So we have, compared to the population, a lot more graduating than in the US.

     

    00:15:01:23 - 00:15:13:16

    Speaker 3 - Griffin Jones

    Why is it the case that so many of them are practicing obstetrics? Is that because there's not enough economic demand for IVF, or is it just what they're used to?

     

    00:15:13:18 - 00:15:50:00

    Speaker 2 - Daniel Madero

    The latter is a good one. I think it's that's a multi-pronged answer. Tradition is one of them. I think they like to, you know, they do this subspecialty, but they also like surgery. So they still do surgical procedures and they also have their own patients. So they like to do ob gyn. And what that creates in the market is also this dynamic in which a lot of the OB GYNs don't like to send rice their patients because they think and it sometimes happens, that they will keep those patients all the way to delivery.

     

    00:15:50:02 - 00:16:11:21

    Speaker 2 - Daniel Madero

    But it's market dynamics. That's one thing. The other one is there aren't enough places that are hiring rice just to practice reproductive and archeology. So that's the second particularity here. We are not seeing enough places where those areas can just focus on IVF.

     

    00:16:11:23 - 00:16:20:17

    Speaker 3 - Griffin Jones

    Is that because there's something broken in the pipeline, or that there's not a pipeline established for bringing in IVF patients?

     

    00:16:20:19 - 00:16:48:01

    Speaker 2 - Daniel Madero

    That, and also the market has been somewhat stagnated over time. So there needs to be a push in making that pie bigger. And I think with Reno already starting to make a push with conceivable, we're also excited about joining forces with conceivable, we can increase that potential and open doors for rice to just do, IVF.

     

    00:16:48:03 - 00:17:17:14

    Speaker 2 - Daniel Madero

    Getting one IVF patient is costly. Going out there and finding an IVF patient is expensive. If you're going to be doing direct to consumer marketing. And you know this because you work with a lot of clinics, but if we can generate a steady flow of patients for those areas, I think we can shift that dynamic into one that we can have them practice solely.

     

    00:17:17:16 - 00:17:22:09

    Speaker 3 - Griffin Jones

    Hence the pipeline. Is there any major? Is that a private equity backed group?

     

    00:17:22:11 - 00:17:24:21

    Speaker 1 - Juan Moctezuma

    Yes. Family office from from Monterrey.

     

    00:17:24:23 - 00:17:47:12

    Speaker 3 - Griffin Jones

    So I want to talk a little bit about the capital. That seems to have been injected in Mexico City. Last time I was here was 2010, and it was a pretty city and had great universities. And there have always been nice neighborhoods. But here we're basically in Bel-Air. We're basically in Beverly Hills. You walk around in the nicest of restaurants, the nicest of cars, the nicest of houses.

     

    00:17:47:14 - 00:18:09:12

    Speaker 3 - Griffin Jones

    It seems like a lot of capital has come in that the capital has caught up to the size of the city, to the educational infrastructure that's here. Is that been the case? Is it is this is this money mostly coming from Mexico? Is it coming from outside of Mexico? Tell me about the capital ecosystem.

     

    00:18:09:14 - 00:18:32:13

    Speaker 1 - Juan Moctezuma

    Sure. So so something to remember in health care and particularly in Mexico, is that only 8% of the population is is insured. Right. So probably of all the IVF cycles in the entire country, 90 to 95% I would say is out of pocket. So the insurance part of it is still still very nascent, with a lot of opportunity.

     

    00:18:32:13 - 00:19:00:10

    Speaker 1 - Juan Moctezuma

    If you put your optimistic glasses, there's a huge market opportunity out there, for a rainy day, for example, we are 100% out of pocket. All our population based out of. And we're targeting the middle income segments, but there's a huge, need and a huge demand for IVF and reproductive services. So, capital is there ourselves are in the process of of making another, round of capital.

     

    00:19:00:10 - 00:19:11:10

    Speaker 1 - Juan Moctezuma

    And there's, a lot of the men that and a lot of, people interested. So I think, we're at a prime time in Mexico, as you are mentioning, to raise capital and to enter healthcare in particular.

     

    00:19:11:15 - 00:19:21:08

    Speaker 3 - Griffin Jones

    For context for the audience. Normally when we talk about a percentage of the population having insurance, we're talking about IVF coverage. But in in our case, we're talking about health insurance, period.

     

    00:19:21:12 - 00:19:21:23

    Speaker 1 - Juan Moctezuma

    Private.

     

    00:19:22:00 - 00:19:25:07

    Speaker 3 - Griffin Jones

    8% of the Mexican population has health insurance.

     

    00:19:25:07 - 00:19:26:05

    Speaker 1 - Juan Moctezuma

    Has private has.

     

    00:19:26:05 - 00:20:06:00

    Speaker 3 - Griffin Jones

    Private health insurance. And so you're asking me will probably be 1% or fewer. Have any kind of coverage for IVF. So the capital is there. Tell me about the technological infrastructure that has been, has been happening because Trump tariffs aside, it seems that there's been this this reshoring and this re industrialization of North America and that part of the strategic plan for the US at least, has been that lower cost but higher education workforce from Mexico, particularly on the tech side.

     

    00:20:06:02 - 00:20:12:15

    Speaker 3 - Griffin Jones

    Give me give us some background on, the tech investments in the tech workforce here.

     

    00:20:12:16 - 00:20:41:22

    Speaker 2 - Daniel Madero

    I'm going to lead that off with did you know that Nvidia is building the biggest mega factory in Guadalajara, Mexico, which is where conceivable, was developed? That gives you an idea of the way that big tech is looking at Mexican talent, and also the injection of capital that you're seeing into the market. You also have a lot of Mexican capital, so you're backed by a family offices.

     

    00:20:42:00 - 00:21:12:10

    Speaker 2 - Daniel Madero

    Family offices here have big pockets, and they have the capacity to fund a lot of these technical technological innovation that's going to be happening. And moving forward. We have conceivable to how to but from the healthcare perspective, you can see big hospital groups as well. You are becoming one of them. There's your competitor called plena, but they're VC backed, as we are.

     

    00:21:12:10 - 00:21:44:13

    Speaker 2 - Daniel Madero

    But you also have hospitals, Mike, you have star medic, Arjuna coming in from Peru. So you have a lot of capital coming into Mexico, either from Mexican capital, but also because the Mexican market is incredible. So I'm going to speak from my perspective, one being Colombian working, having worked in the US, in in Europe before, the Mexican market is incredible in terms of the opportunity that you see.

     

    00:21:44:15 - 00:21:50:02

    Speaker 3 - Griffin Jones

    Mexico, not just the capital market, but you're talking about the entire the opportunity in the marketplace, right?

     

    00:21:50:04 - 00:22:17:02

    Speaker 2 - Daniel Madero

    Mexico City is 22 million people, 24 million people. Their margin of error is a city, a big city in Europe. That's how large Mexico City is. Chilean goes the people from Mexico City, they talk about provincia, which is this like smaller cities, the smaller cities are 6 million people. Monterrey. Well, O'Hara and then you have other populations like Puebla, 2 million people.

     

    00:22:17:04 - 00:22:32:17

    Speaker 2 - Daniel Madero

    That's a large European city. That's a large city in America. So the market, be it capital or for any type of product that you can come up with, will work in Mexico so that you.

     

    00:22:32:19 - 00:23:02:04

    Speaker 1 - Juan Moctezuma

    Well, I like that foreigners are always so optimistic, but I share that that view and I think we're in, prime time. That's why I'm mentioning a lot of investments, not only in health care, but also, neobanks, emerging and being, strong competitors such as Clara and, clip and, and a lot of, of businesses that are already reaching, unicorn status and, are growing quite successful.

     

     

     

     

    00:23:02:05 - 00:23:27:08

    Speaker 3 - Griffin Jones

    So you have this talent base, there's a large gap in cost, as you mentioned, healthcare costs very often. A third, and in the case of IVF might even be a quarter, but it doesn't seem to be that gap in quality. So you have a lot of people from the United States coming to Mexico for care. And Alejandro Chavez very well has said that a third of the patients that is Guadalajara, Guadalajara office come from the US.

     

    00:23:27:10 - 00:23:31:14

    Speaker 3 - Griffin Jones

    Tell us about the US patients that you're seeing.

     

    00:23:31:16 - 00:24:04:10

    Speaker 2 - Daniel Madero

    So we're seeing US patients come from the US, but also we are serving the expat market here in Mexico City anywhere. And a fourth of our patients come from the US. They fly down to get treatment. And about 35% are non Mexican. We are right now at Benchmark in Vienna consensus meaning that we're up there with the best clinics in Europe, and we can compare our numbers to the best clinics in the US as well.

     

    00:24:04:12 - 00:24:28:07

    Speaker 2 - Daniel Madero

    One of the beauties in our space is that when you have the right technology, the right training, medications are going to be the same. Stimulation protocols are going to be caught up on pretty quickly. You just need to go to ESRI or SRM to learn the latest, and then you can bring that knowledge and implement it in your probably state of the art lab.

     

    00:24:28:09 - 00:24:55:00

    Speaker 2 - Daniel Madero

    So across the board, IVF numbers are going to be like outcomes are going to be similar. We pride ourselves in being very meticulous, both at the Evidence-Based, treatment level, but also within the lab. So we have a state of the art lab, and this means that we can track at a granular level, temperatures in all our services, in all our equipment, be it.

     

    00:24:55:02 - 00:25:03:21

    Speaker 2 - Daniel Madero

    Thanks. We had incubators, be it, stations, but we are at the highest level of outcomes that you can find.

     

    00:25:04:02 - 00:25:06:20

    Speaker 3 - Griffin Jones

    Are you able to share the costs for an IVF cycle?

     

    00:25:06:20 - 00:25:42:09

    Speaker 2 - Daniel Madero

    For sure. It would be $120,000, which is about $6,000 in meds is going to be between 2 and $3000, actually less between. Yeah, let's say $23,000. And then if you want to do PGT, that's going to set you back about $400 per embryo. All in all, you're going to end up spending with trip stay everything 11 to $12,000 for your whole IVF treatment.

     

    00:25:42:11 - 00:26:06:20

    Speaker 1 - Juan Moctezuma

    And if I may add something important like, we've been hearing that in the States, for example, wait times, are six months or even a year, right? In, in Mexico, it's extremely fast. You can have your appointment, the next day or the next week at the most. And you have a very personalized care, like all the way since entering, like, as Danielle is saying, we're going to pamper you.

     

    00:26:06:20 - 00:26:13:14

    Speaker 1 - Juan Moctezuma

    We're going to be with you all this step of the way. We really, really, take care of you from start to to finish.

     

    00:26:13:16 - 00:26:36:19

    Speaker 3 - Griffin Jones

    It's it's incredible. I can't yeah, if you could have that price for an IVF cycle and be in Bel Air and it's, it's almost like why not if you're, if you have to go through something extremely stressful, why not go do it in a very nice setting for less, for also for less money. So I see that opportunity.

     

    00:26:36:19 - 00:26:55:13

    Speaker 3 - Griffin Jones

    I don't think wait times are that long in the US, or at least they haven't been since Covid. I mean, it's probably a couple lucky doctors with really long waitlists like that, but in Canada that that does tend to be the case in some places where they can't get to see you very then four months or so. And so this is an opportunity for some of these folks.

     

    00:26:55:15 - 00:27:11:13

    Speaker 3 - Griffin Jones

    What opportunities are you seeing with regard to AI in emerging technologies, or what specific applications are you seeing for them across your health system? What are you really paying attention to? What are you investing in now, specifically?

     

    00:27:11:15 - 00:27:37:17

    Speaker 2 - Daniel Madero

    I think I might name a few of the companies that we work with that a lot of your audience is going to know. We recently, started, working with eLife. So we're using their embryo tool. And it's it's been great because we've actually have access to the full AI capability of the tool. I think that's an advantage that we have as a market compared to the US.

     

    00:27:37:17 - 00:28:19:19

    Speaker 2 - Daniel Madero

    We can use a lot of these AI tools at their full capacity, even prior to any clinic in the US. We are also using AI to better communicate with patients. And we're leveraging AI to look at our data. We're using Foley scan from MIM to make the process of follicular counts friendlier for the patient. So instead of it taking ten minutes, this takes a three second video that you can get done in three minutes or less, and then spend more time with the patient sitting in front of you.

     

    00:28:19:21 - 00:28:39:15

    Speaker 2 - Daniel Madero

    So we are leveraging AI in improving the patient experience through communication, through making the treatment more efficient, and also in improving outcomes with tools like a life and some others that we are starting to test out.

     

    00:28:39:17 - 00:29:00:06

    Speaker 1 - Juan Moctezuma

    In our cases. Mainly we have a very big team, in call center, we have over 60 people and we are streamlining that with, with third party company. But in order for us to be able to have a much better interaction, with the patient and of course, with conceivable, we're very excited as well to, to join forces with them.

     

    00:29:00:11 - 00:29:20:02

    Speaker 3 - Griffin Jones

    Does that include does that call center investment, does that include scheduling. So you automating scheduling is that is that part of what's happening. And then are you automating the patient journey in certain places so that you know, if they need labs or, any, any of the next steps are, is that happening in automation or not quite yet?

     

    00:29:20:04 - 00:29:50:05

    Speaker 1 - Juan Moctezuma

    So the first phase, let's say it, it's going to be appointment that agenda scheduling and so forth. We were last week in, in Brazil meeting different companies. And for example, we were thinking of partnering with a company, care code. And they are building their own agents and we are, pilot testing in a few months time, probably having our own agents to have an interaction and to be able to, have the first diagnosis and to be able to, talk to the patients as a first, step.

     

    00:29:50:07 - 00:29:57:23

    Speaker 1 - Juan Moctezuma

    Yeah, we like, at, 1 a.m. or 2 a.m. or if it's, kind of on an emergency then.

     

    00:29:57:23 - 00:30:01:03

    Speaker 3 - Griffin Jones

    And you said you're excited about conceivable. What are you excited about?

     

    00:30:01:05 - 00:30:40:03

    Speaker 2 - Daniel Madero

    One of the things that absolutely blew my mind when I first saw the robot at work was its capacity to make very specific changes at a, microscopic level in the process of doing things like moving the micro manipulator at this speed instead of that speed. When you walk into an IVF lab, what you're seeing is a very manual way of doing things, and one of the most amazing things of seeing this happen is seeing the embryo at the end of the day.

     

     

     

    00:30:40:05 - 00:31:14:20

    Speaker 2 - Daniel Madero

    But when you start having standardization within the lab, you can start playing around with the amount of things that, that you do. So I was talking to Alejandro Ro, a few months back, and there is I used to watch a lot of, biking bicycles. And in the UK, the Sky Team Ineos now used to be like the laughing stock of biking, until they hired this guy called Sir Richard Brailsford.

     

    00:31:15:00 - 00:31:16:02

    Speaker 2 - Daniel Madero

    If I'm going to say Richard.

     

    00:31:16:02 - 00:31:16:22

    Speaker 3 - Griffin Jones

    Branson, is.

     

    00:31:16:22 - 00:31:17:10

    Speaker 2 - Daniel Madero

    It. No. No.

     

    00:31:17:10 - 00:31:19:11

    Speaker 3 - Griffin Jones

    But okay, so somebody that we haven't.

     

    00:31:19:11 - 00:31:51:06

    Speaker 2 - Daniel Madero

    Heard of know. So this guy they made him the team lead. And he came with this philosophy of saying let's find incremental gains, let's say marginal gains. And by changing small things like nutrition, sleep, standardizing and personalizing training for each one of their athletes, within two years, they became the best team and they had this hedge money hegemony.

     

    00:31:51:12 - 00:32:10:21

    Speaker 2 - Daniel Madero

    Is that word? Yeah. Think so. Okay. Good in biking for almost 8 or 9 years where they were not be they were not beat by any other team. And this was because they were making small changes. Now imagine being able to do that in the IVF lab all at once.

     

    00:32:10:21 - 00:32:23:17

    Speaker 3 - Griffin Jones

    Because when you're automating the entire process and you have robotics and AI throughout the entire process from retrieval to transfer, it's riddled with potential incremental, correct opportunities.

     

    00:32:23:17 - 00:32:50:22

    Speaker 2 - Daniel Madero

    So it becomes, 1% or a point 5% times appalling, 5.5%. So 1% times up 0.3%. It's compounding. So the final effect might be 30% higher than what we're seeing today. Anywhere from finding more eggs to getting more embryos to having more accurate PGT, you name it.

     

    00:32:51:00 - 00:33:17:16

    Speaker 3 - Griffin Jones

    Quan. Where do you see the capacity for the market going? So you've got 120 ObGyn. You're a half a million consultations across your different disciplines. You got five eyes and that that can plug into this system for those 120 organs. How big can the market grow in terms of numbers? What do you think that you all will be able to do with conceivable.

     

    00:33:17:16 - 00:33:19:06

    Speaker 3 - Griffin Jones

    How long do you think it will take?

     

    00:33:19:08 - 00:33:42:17

    Speaker 1 - Juan Moctezuma

    Sure. So so I mean, what excites us the most about conceivable is really going back to the costs. And how can we really lower the prices to our consumers that are limited with their resources? So I think as, as we become, more innovative on how, we price it and the scale that we reach today we're doing, 6000 deliveries.

     

    00:33:42:19 - 00:34:00:21

    Speaker 1 - Juan Moctezuma

    Per year. I think we can reach 15 or 20% of of that number, with IVF, probably in 2 or 3 years, if we are able to really communicate our product and, and leverage what already, hope IVF conceivable. I know the players are doing fantastically.

     

    00:34:00:23 - 00:34:26:06

    Speaker 3 - Griffin Jones

    Do you see the insurance market in Mexico growing? Do you think that IVF will become a part of that? Might we grow from 8% to 20% to 25%, or is that not likely? Do you think it's more likely that clinics will will offer benefits directly to those larger employers that are interested?

     

    00:34:26:08 - 00:35:02:13

    Speaker 2 - Daniel Madero

    Yes, all of them. That's a really great question, Griffin. Because what we are seeing at Fertility Integral and shout out to both Carrot and Maven, who are our partners, they're providing benefits for their companies in the US. But those companies have to extend the benefits here in Mexico. So because of that, there is now these push from other companies to start finding out about fertility benefits.

     

    00:35:02:15 - 00:35:31:14

    Speaker 2 - Daniel Madero

    So we work with, Netflix, for example, we see Netflix, employees because they're covered by carrot. But some of the companies that are not covered are starting to come to us and say, hey, what can we do? And to be honest, Griffin, I don't want to become a benefit provider, but if I have to, I will because we will.

     

    00:35:31:16 - 00:36:01:14

    Speaker 2 - Daniel Madero

    I can't do it myself. We will because the need is there. More and more companies are asking for this. And backstage we were talking about the size, the sheer size of some of the Mexican companies. So Grupo Modelo or Grupo Bimbo, these are companies with thousands and thousands of employees across Mexico, and they're going to have a need for this type of benefits at some point.

     

    00:36:01:16 - 00:36:32:19

    Speaker 2 - Daniel Madero

    So I'm not going to talk about insurance per se, like private health insurance, but I can talk about the need for fertility benefits starting to rise within the market. And we are talking to a lot of companies just doing informational talks. So we I'm going to say 2 or 3 times a month, we'll be going to companies and speaking to their employees because the company came to us asking if we could do something with them.

     

    00:36:32:21 - 00:36:50:23

    Speaker 2 - Daniel Madero

    The market is there now. What the future of it looks like, I don't know, but if we have to become a fertility provider benefit provider, we will. If we can do it through Carrot or Maven. I'm happy to talk to you guys. I've already told them, but yes.

     

    00:36:51:00 - 00:36:58:23

    Speaker 3 - Griffin Jones

    Juan, how much is Reina Madre paying attention to? Egg freezing? What volume do you think you could grow that market to?

     

    00:36:59:00 - 00:37:25:18

    Speaker 1 - Juan Moctezuma

    Yeah. So? So, with the recent conversations also with, with Josh and, people, experts in the field. Alejandro, we were highly encouraged, with the concept and with, increasing the volume because, unluckily for Reina madre, people are having less and less children. Right. So when we started putting them out of there ten years ago, there were 2.5 million babies in Mexico per year.

     

    00:37:25:20 - 00:37:53:22

    Speaker 1 - Juan Moctezuma

    And today it's about 1.9 million. So it has been a huge decline. This is happening globally. But what's shifting in the mindset of, of many, women is, okay, I don't, want to have babies or right now, but what if the what if it's something that today is, is a reality? And I think that if we can be there to support them and to tell them this is kind of like an insurance, right?

     

    00:37:54:00 - 00:38:21:13

    Speaker 1 - Juan Moctezuma

    Like you don't want to have babies right now. You think you don't want to have them, in the next five years. But one of you find the love of your life. What if you decide to be, a mom on your own? Like, why don't you have the option, right? And also with scale and with costs being, lower year after year, I think the market could be, two or even three times as big as the IVF, market, person.

     

     

     

    00:38:21:13 - 00:38:29:07

    Speaker 1 - Juan Moctezuma

    So we as a mother are looking forward to really doing a compelling product in increasing market.

     

    00:38:29:09 - 00:38:48:01

    Speaker 3 - Griffin Jones

    What do each of you want the global market, the US market, your colleagues in other countries to know about IVF in Mexico or women's health tech in Mexico, or what do you want them to pay attention to?

     

    00:38:48:03 - 00:39:13:13

    Speaker 1 - Juan Moctezuma

    I would probably, repeat that Mexico is showcasing extremely high quality, extremely good outcomes and results at a fraction of of the cost. So really pay attention. Maybe come, do your egg freezing. Or maybe do the whole IVF. Then come to one of our great, vacation places and come and see Mexico with fresh eyes.

     

    00:39:13:15 - 00:39:46:06

    Speaker 2 - Daniel Madero

    And I'm going to see the talent here. And the people that are working in this are trailblazers. So as a country, Mexico usually gets a bad rap in the news and with everything that's going on. But once you start seeing the city, knowing the people, seeing the talent that we have here in Mexico, your eyes are opened not only because of the sheer size of the market, but the things that are being done anywhere from fintechs.

     

    00:39:46:08 - 00:40:12:19

    Speaker 2 - Daniel Madero

    So Juan was mentioning the names of probably half of the cards that are in my wallet from the tech side, Nvidia building, you know, the mega factory and also and medicine. I'm a huge fan of what trainer Maria has built, and I'm very excited to see what they're going to be building into the future. And these are business models that are not unique to Mexico, but they're being born here.

     

    00:40:13:01 - 00:40:48:04

    Speaker 2 - Daniel Madero

    And people can learn from what we're doing in Mexico, either in the fertility space with conceivable, with Fertilidad Integral, or even in general in women's health as well. I would like for people to give Mexico a chance. We have incredible outcomes. We have an incredible country overall, like pick a place from Cancun, Oaxaca, San Miguel and Mexico City to the high quality of our health care.

     

     

    00:40:48:06 - 00:40:56:21

    Speaker 3 - Griffin Jones

    Juan Moctezuma in Madero, thank you both for joining me on this special in person edition of the Inside Reproductive Health podcast.

     

    00:40:57:02 - 00:40:58:20

    Speaker 1 - Juan Moctezuma

    Well, I'm here, thank you very much.

     

    00:40:58:22 - 00:41:04:20

    Speaker 2 - Daniel Madero

    My pleasure. Griffin, as always, thank you very much.

     

    00:41:04:21 - 00:41:26:03

    Speaker 4

    Today's advertiser helped make the production and delivery of this episode possible for free to you. 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, and the guest appearance is not an endorsement of the advertiser.

     

    00:41:26:05 - 00:41:28:22

    Speaker 4

    Thank you for listening to Inside Reproductive Health.

     

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Juan Esteban Moctezuma
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252 The Evolution of RMA. Dr. Thomas Molinaro

 
 

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.


IVIRMA is so large that they had 1,400 attendees at their international congress alone.

But what does it take to implement change, scale care, and keep the patient experience high inside an organization that large?

This week’s guest, Dr. Thomas Molinaro, Chief Medical Officer of IVIRMA North America, shares what’s working, what’s still being figured out, and what challenges fertility networks of every size should be preparing for.

Tune in to hear about:

  • The AI solution they’re using to save REI time (and how it’s going so far)

  • What they’ve learned from piloting patient journey platforms

  • Their APP-to-REI ratio and how they approach shared workflows

  • The evolving debate over who performs ultrasounds (REIs or sonographers?)

  • The marketing on behalf of REIs before the patient walks in that is critical to care

If you’re curious about the operational future of large fertility networks—or want a blueprint for scaling thoughtfully—don’t miss this episode with Dr. Molinaro.


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  • Fertility doctors across the US are using Kaleidoscope Anesthesia

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  • Avoid burnout by offloading this responsibility to professionals you trust.

  • Scalable, agile staffing, from daily coverage to full perioperative system design.

  • 200+ seasoned CRNAs. Nationwide reach. Fast onboarding.

We’ll show you how other fertility centers are improving patient experience, reducing doctor and staff burnout, reducing cancellations, and improving workflow.

GET STAFFING QUOTE
  • Thomas Molinaro (00:03)

    At every level of the organization, we want a physician and a business leader to be working hand in hand, you know, to balance each other out. We obviously need organization, we need structure to be able to

    run the company, but we also need to make sure that patients are brought along with us. And I think one of the unique aspects of our organization that sets us apart is that we really believe that our path to success is through our patient success.

    Griffin Jones (00:41)

    Many fertility networks don't even have 1,400 employees. IVIRMA is so big, they had 1,400 people just at their international congress. Dr. Thomas Molinaro is chief medical officer of their North American operations. How do you make change in an organization that large? How do you grow? Some of the things that Dr. Molinaro talked about, the AI that RMA is using to save physician time, the patient journey solutions they've piloted and why he isn't totally sold on

    one just yet, the ratio that RMA uses advanced practice providers for and how they use them, the internal debate on to what extent REI should be performing ultrasound scans versus having them all done by ultrasonographers, the limit to how much you can scale an REI's time, and IVIRMA's point of view on mergers and acquisitions.

    I hip you to an anesthetist staffing solution called Kaleidoscope Anesthesia Associates. They improve the patient experience, they support fertility clinics so that they don't have to worry about those staffing issues. Check them out at kaleidoscopeanesthesia.com. Finally, Tom shifted my point of view on some of the marketing that needs to be done on behalf of physicians ahead of time because of his thoughts on the openness of patients that is so critical for the REI to be able to do his or her job.

    Enjoy this conversation with Dr. Tom Molinaro, Chief Medical Officer of IVIRMA North America.

    Griffin Jones (02:29)

    Dr. Molinaro, Tom, welcome to the Inside Reproductive Health podcast.

    Thomas Molinaro (02:34)

    Thanks for having me, Griffin.

    Griffin Jones (02:36)

    How has IVIRMA North America evolved the past couple years?

    Thomas Molinaro (02:41)

    That's a great question. I think we've grown pretty significantly over the past few years. Started a few clinics, had a few other clinics join us. I think that growth has been really great for the organization. It's also allowed us the opportunity to work on our infrastructure, building that out. We have a great leadership team led by our CEO, Wyn Mason.

    And I think we're building a really strong culture here. And ultimately, it's an opportunity for us to continue to scale, to grow, and to help more patients achieve their dreams of having a family.

    So this has been a really interesting time.

    Griffin Jones (03:17)

    Why has the growth been great?

    Thomas Molinaro (03:19)

    So this has been a really interesting time.

    Griffin Jones (03:19)

    Why has the growth been great?

    Thomas Molinaro (03:21)

    You know, I think it's an opportunity to learn so much from the people that we've come into contact with.

    you know, the more experiences you have, the more new people you bring into the organization. Everybody has their own strengths that they offer. Everybody has their own perspectives. And ultimately, you know, we want to bring the best out in all of our, all of our clinics, all of our teammates. And so the more opportunities you have to cross pollinate, the more

    you'll learn from each other. ultimately, I think it makes the organization stronger to have so many different viewpoints, so many different experiences.

    Griffin Jones (03:56)

    You hear about different competing axioms in business. One being that businesses grow too fast all the time and it puts a strain on the quality of delivery. Another one is if you're not growing, you're dying. Now that you've been at this for a couple years, how do you think about growth? How do you mitigate it so that it's the right growth?

    Thomas Molinaro (03:59)

    Hmm.

    Yeah, I think that's great question. And certainly we don't want to grow just for growth sake. I think what we want to do is continue to expand in the right ways. We want to look for like-minded partners. We want to be able to bring the services that we offer to more patients. Clearly in this country, there's an access to care issue. And so more patients can benefit from infertility care than ever before.

    There's more opportunities for insurance coverage and for other ways to access care. And so it's incumbent on us as providers to figure out how to meet those needs. And so as we've grown, we've looked for partners who share the same philosophy of putting patients first. And that's really what has helped us grow in the right way, is that we've always looked for ways in which we can deliver

    the best care to patients and keeping them at the center of everything that we do.

    Griffin Jones (05:12)

    So you don't want to grow for growth sake, you being Tom Molinaro, but I wonder if a more accurate characterization is that you're going to grow as a company, but you have constraints on how you can grow, meaning that you have to maintain a quality of care or either maintain or improve the standard. not picking on RMA, but you're one of many networks that is owned by companies that are seeking to

    Thomas Molinaro (05:17)

    Yeah.

    Griffin Jones (05:40)

    return and investments, not a nonprofit. So these organizations have to grow. You're a physician, you need to be the standard bearer of not letting quality slip. How do you do that? How do you balance that?

    Thomas Molinaro (05:55)

    Yeah, that's great question. mean, I think, you know, our organization has really grown through, you know, we've been developing a dyad infrastructure. And I think Lynn spoke about this with you when she was on the show. But the idea is that at every level of the organization, we want a physician and a business leader to be working hand in hand, you know, to balance each other out. We obviously need organization, we need structure to be able to

    run the company, but we also need to make sure that patients are brought along with us. And I think one of the unique aspects of our organization that sets us apart is that we really believe that our path to success is through our patient success. If our patients can be successful, we'll be successful, right? And so ultimately we're willing to do anything and everything to help our patients achieve their goals. And really, how do you measure patient success?

    part of this. It's not just about how often do they get a positive pregnancy test, which is a big piece of it. That's something that we focus on, but it's also time to pregnancy. It's dollars to baby. It's patient experience along the way. And these are all of the essential components of how we run the business with those in mind first, patient safety, patient success, everything else follows from there.

    Griffin Jones (07:14)

    We'll link to the episode that we did with Lynn Mason, who you're referring to a few months back, and she talked about dyad leadership from her side of the dyad, the business side, and she gave some examples. What's a specific example that you can think of how you and Lynn approach a decision together?

    Thomas Molinaro (07:19)

    Hmm.

    You know, I think we're at every opportunity, we're trying to figure out what do we need to make sure that patients have the best outcomes. So if we have a clinic that's growing and we had a clinic that saw a tremendous increase in volume last year, we had to make the right organizational decisions around staffing and support. What kind of embryology staffing did we need to be able to go from a batch center to a continuous center? And at the end of the day, how many nurses did we need? How many clinical staff did we need?

    And so this is where I think the organization really excels because we have these discussions around what's best for patients and then ultimately try to understand how do we scale the organization so that it's cost effective, right? At the end of the day, we wanna make sure that patients are having the best opportunity to be successful.

    Griffin Jones (08:17)

    So in the case of the center that grew rapidly, is it about replicating those practices so that you have other centers that can also fulfill that type of volume? Or is it about now you have perhaps staffing needs, resource needs at a place like that that you didn't before and now you're trying to accommodate it?

    Thomas Molinaro (08:37)

    So it's a complicated question for sure. We do have staffing models that help sort of dictate what we think is normal for different sized clinics. At the end of the day though, every clinic is a little bit different. The geography might be different, the patients might be different. And so we have to understand how to customize that to the clinic in question. The other opportunity that we have is as we're growing regionally, the opportunity to share resources.

    Right? So when you have two clinics that are close to each other, they actually can share staff. And so if you need to borrow an embryologist and the embryologist is two hours away, that's an opportunity where you can sort of help bridge some of the growing pains to make sure that patients get the care that they need. The lab, the staff are all taken care of. And at the end of the day, it will continue to develop best practices for the organization.

    Griffin Jones (09:31)

    How do you approach the speed at which change is implemented?

    Thomas Molinaro (09:35)

    Yeah, that's a great question. And I think part of it is in planning, right? We really are trying to anticipate. We're not looking at next week. We're barely looking at next month. We're looking at three, six, 12, 18 months down the road, trying to predict where we're going to be. Because if you wait until the volume is here, it's too late. We really need to be thinking proactively about how the clinics are growing. What are we seeing as the evolution of our patient needs?

    and how can we prepare ahead of time so that we're not caught behind the apple.

    Griffin Jones (10:06)

    My only semi educated opinion of thinking about the market for the last few years and then where I think it will go in the next 10 or 20 is that REIs aren't gonna be doing 200 cycles a year on average or 150 cycles a year on average. They will be doing much, much more than that and they might be case managers of teams of

    advanced practice providers, maybe of OBGYNs, having a lot more AI support, having a lot more automation. Do you think that that's the case? Do you think we're headed for, not next year, but in the next decade or so, a field where REIs are doing an average of a thousand, two thousand cycles a doc?

    Thomas Molinaro (10:48)

    Yeah, I mean, that's a lot of cycles and I certainly can't see the future. What I can say is that there is an opportunity to leverage technology, to leverage APPs, to really help our providers take care of more patients and operate at the top of their license. That's really what makes an efficient provider is when your providers are doing the things that only they can do, that allows you to just take care of many more patients. so part of that is

    surrounding physicians and APPs with the right support staff. Part of that is physicians and APPs partnering together and trying to understand what are the patient needs that require the physician and what can be taken care of with APPs. And certainly we see it changing the model of care across our field. I personally think that our patients who have APP providers as part of the team benefit from having more eyes

    looking at the chart, more hands to touch them in the clinics and making sure that they're having the best outcomes. And I think that most of our patients who have teams that involve both physicians and APPs have a great experience and really good outcomes.

    Griffin Jones (11:55)

    How has the use of APPs at RMA evolved in the last five years or so?

    Thomas Molinaro (12:01)

    Yeah, we have been big proponents of APPs in our clinics. I think that they have transformed in many ways how we are able to take care of our patients. We have different APP types. have procedural APPs that focus more on ultrasounds, saline sonography, different sort of in-office procedures. And then we have the majority of our APPs are paired with a provider, paired with a physician, really.

    So I work with an APP. We see patients together. We talk every single day. And basically, she helps to direct me in the right ways. She helps to make sure that there's a second pair of eyes looking at everything. And that ultimately, our patients are hearing from one of us pretty frequently, whether it's me or her, kind of updating them on their progress, answering their questions. It really allows us to cover more ground.

    And ultimately for me as a busy physician, it helps me to prioritize which patients are most in need of my attention on any given day. So I think that it's been really an extension of the physician to have that EPP. And that's what's allowed us to scale, I think pretty significantly as teams. But again, your team is stronger than any one individual player.

    And so the fact that the APPs are really tied to a physician in such a tight way, think, has been a game changer for us.

    Griffin Jones (13:21)

    Is it a one to one ratio? there's one REI for one APP?

    Thomas Molinaro (13:27)

    For now, that's what our model looks like, for sure.

    Griffin Jones (13:31)

    Does she see patients at the new patient visit and then you see patients at the follow-up or vice versa?

    Thomas Molinaro (13:36)

    Yeah.

    We do it all different ways. sometimes we see patients together, which is great because I love having her with me and she, her name's Rennie. So Rennie does a great job with me, kind of seeing patients in the clinic. Sometimes she'll do the initial visit and I'll do the follow-up, which can be really helpful for a patient who hasn't had a lot of evaluation ahead of time. You know, I can talk to them once all their test results are back.

    right? And I can sort of come together with them and formulate a plan. but Reni did the introduction. She did the, the educational aspect. She's really good at making sure that patients have a good understanding of their situation. What are the tests? Why are we doing them? And what are the potential treatment options so that I can come in afterwards with the actual test results and formulate a plan. and we get lots of positive feedback from patients that they, you know, they recognize the value of the team.

    Griffin Jones (14:25)

    What do you like about doing it different ways? Sometimes doing the new patient visits, sometimes doing the follow up. Why not have it be all one or the other?

    Thomas Molinaro (14:33)

    I mean, I think it's just, it's a different way of doing things. Sometimes variety is interesting. You know, doing a new patient infertility consultation is something that I've done many times. It's a little more interesting to do, you know, a follow-up where you have test results and you can really speak to more specific aspects of care. Sometimes the really complicated patients that come around and having...

    an opportunity to spend more time with the complicated cases really is rewarding as a physician.

    Griffin Jones (15:01)

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    while you optimize your clinic's resources, visit kaleidoscopeanesthesia.com to discover how their CRNA staffing solutions can support your fertility doctors. Tom, what key lessons have you learned that other centers should copy?

    Thomas Molinaro (16:40)

    Yeah, I mean, I think.

    A lot of what we've learned has been around communication. I think it's really important to communicate. And if you think you're communicating enough, you should probably communicate more. I always feel like there's more and more opportunities where we can get the right messages out to providers, to staff, with respect to the direction that the organization is taking, how we're focused on patient care.

    getting everybody on the same page with respect to what are the priorities of the organization. For us, it's about helping patients achieve their goals. And so we always want to put patients at the center. We want patients to be the driving force behind our organization. And that means that our research is focused on how do we improve the success rates? Our patient experience team is focused on how do we measure and improve the patient experience through our clinics?

    Communication for patients is just as important, right? mean, patient portal, all of the things that patients want access to, we're trying to make sure that they can access it within the app on their phone because communication is so important. So I think you can't underestimate how important communication is.

    Griffin Jones (17:49)

    Tell us about the investments either that you've made or that you're considering for the communication for patient side, because I think it's still one of the biggest pain points for clinics. I had Eloise Drain, the owner of a surrogacy agency called Family Inceptions on, and she was very blunt from her perspective. She thought that patient experience is getting worse, at least in the regard for patient communication across the board.

    I still see the same negative reviews that I saw 10 years ago. And I know how difficult it is because you have so much going on in the clinic. Nurses have to do so much. You can automate certain things, but there's an exception to almost everything. And it becomes really hard to have an automated solution for, so you're back to the man hours and that burden. And it's extraordinarily difficult.

    Yet we know that one of the biggest pain points for patients is just not knowing what's going on and feeling like they're gonna, or having an expectation that they're gonna get an answer by a certain date and time and then a couple of days goes by and they still don't have that answer. There are so many of these tech solutions. I need to do a better job of mapping them out like these patient triage and patient concierge, different types of companies, because I don't totally know all of the ways that each of them overlap, what they do differently.

    But people are trying to solve this problem. What are you vetting or have you vetted? What are you looking at?

    Thomas Molinaro (19:19)

    Yeah, I mean, it's really important to understand that there's no simple answer to that question. I think that's one thing that we've learned is that there's lots of different ways in which patients communicate and lots of different expectations. Part of it is incumbent on the physician or the provider to set the right expectations for patients upfront. I think that's a huge part of this is

    setting the expectation of how you're going to communicate with us. What's the turnaround time on some of these messages? And certainly that's something that our teams have tried to do. We have a patient portal app. our EMR is called Artemis. It's a proprietary EMR that EBRMA has built over time. It has a patient portal app, you know, and we're trying to put as much information into the patient portal app as possible.

    Some of it self-serve, right? I mean, one of the questions that we get all the time is how many embryos do I have left and what's the sex of the embryos I have and, you know, et cetera. So the more that we can service that to patients in the app themselves, they can get those results, test results, embryo reports, all of those things right there. We have, you know, a chat function within the patient portal that nurses are answering. And again, trying to set the right expectations for what's an appropriate turnaround time for a message is important.

    It's not an instant message. It does take time for nurses to get there. So on the other side of it, trying to understand how can we speed up that process with templates, with chat GPT instances. So we have a beta version of the chat GPT instance that will help the nurses write their answers back faster. And I think that that's just one way to try to bring efficiency.

    to drive efficiency in terms of responding to patient needs and patient expectations. We're obviously interested to see what other technology is out there. We've embarked on a couple of pilot projects with some of those patient services that you mentioned. We haven't decided sort of how that's going to integrate with our system in the long run. We're still kind of feeling our way through that process. We're getting some initial positive feedback.

    from patients, but at the end of the day, I think a lot of patients want access to their providers. And so how can we create the right patient touch points, sort of studying that patient journey and understanding that there's certain times in the journey when patients really benefit more from hearing from their provider, whether it's a physician or an APP, you can really maximize the impact by checking in at certain times, right? You I want to make sure that I'm checking in with my patients at some point during your IVF stimulation.

    I don't want to do it too early, maybe in the middle of the cycle, kind of project where you are, what I thought you were going to get, when retrieval might fall. That one phone call has a huge impact on that patient's outcome if I can set the right expectations for the rest of the cycle. So that's just one example. I think it's hard because it is labor intensive. So the other aspect here is how can we automate the other parts of care that don't require my voice on a phone, right? And sort of surrounding...

    surrounding our providers with the right support staff and the right tools to make these interactions more viable.

    Griffin Jones (22:22)

    That's my axiom for automation. Everything that should be automated must be automated. Everything that should not be automated must not be automated. Are those tech solutions that you're piloting or communications triage, concierge solutions, none of

    Thomas Molinaro (22:41)

    I think it's too early to tell with some of them. It's really still early days in terms of trying to figure out how all the pieces fit together. It feels a little bit like a jigsaw puzzle that you're trying to put together, but you don't know what the picture is. So we're still trying to figure out which patients benefit most from different types of care. And sort of the understanding has always been that there's one size fits all.

    And I don't think that that's the case today. I think you definitely have patients who are looking for a different type of experience. so are patients looking for more information upfront? Are they looking for more handholding? Are they looking for more statistics? How do you create different journeys for patients to go on to get to the same place, right? Most of them want the same outcome, but it's a question of along the way, what kinds of tools and you know,

    what kind of information do they need? And I've had patients who don't want to know anything. They just say, I don't want to know how the sausage is made, just get me to the end. And you have other patients who want to know why did you pick this particular dose for me? What are the characteristics that made you think of this? And so kind of somewhere in between is where we all kind of live. part of the way to solve that is actually asking patients, right? So spending more time at that initial visit is something that I think has become

    really, really important to me as a provider to sort of see what is it that this patient needs? And I will ask, I mean, I've gotten to the point now where I'm not trying to read the tea leaves. I just say, hey, what are your biggest concerns? I want to make sure that we address that as we're going through the process. And I want to make sure that we're creating the experience that is going to help you achieve your goals because most patients are going to achieve success as long as they don't drop out of care, right? I mean, I think we're in a really good point of fertility care where, you know, the

    vast majority of patients will be successful if they just keep at it.

    Griffin Jones (24:28)

    Would you describe that as the biggest challenge, that being finding solutions that are customizable to the varying needs of patients, or is integration a bigger challenge?

    Thomas Molinaro (24:40)

    No, think patient care is always the biggest challenge that we face, right? And trying to understand how do you create that experience for patients that makes them continue in their journey and ultimately that leads to a high level of patient engagement. And I think patient engagement is really the right word for what we're looking for. We want patients to feel empowered. We want them to understand where they are in the journey. We want them to feel free to ask those questions.

    But ultimately to understand that we're on the same path together, we want the same outcome, right? As their providers, we want them to be successful. It's not fun to call patients with negative pregnancy tests, right? And so how do we partner with them? How do we make sure that they're engaged in that process? And ultimately that's what leads to great outcomes. That's what leads to patients who are really satisfied with their care is when both the physician and the patient are engaged in formulating that plan.

    Griffin Jones (25:34)

    Integration is tough though. Every one of these tech companies that I talk to when they talk about implementing with these networks, they say, we'll have eight different people, somebody from nursing, somebody from the lab, somebody from a couple of people from ops, maybe somebody from the C-suite, a couple of docs, and maybe from a couple of different practices from across the country. And they're all looking at how to integrate the solution differently.

    Thomas Molinaro (25:39)

    Yeah.

    Griffin Jones (26:01)

    How do you approach that with this dyad leadership? Are people coming individually and then it's coming up from like your team or Lynn's team and then it gets out of committee like in the House of Representatives and you bring it to the floor only after it's passed committee? How do you approach integration?

    Thomas Molinaro (26:14)

    Yeah.

    You know, I'll be honest, you know, it's not that Lynn has a team and I have a team. We're all one team together. you know, and that's the way that we really focus, you know, at every, in every meeting there's both clinical representation and operational or just organization. you know, that's, that's present. we have a great chief operating officer, Edith Gonzalez, who really, understands that, patient care drives all of this. And so, you know, we can have conversations around,

    patient-centered experience and how do we drive those outcomes? With respect to integrating any new solution, it's a series of trial and error, right? I you have to really try to understand and be willing to fail, right? Be willing to make mistakes and then reiterate and try again. And that's one thing that I think we're good at is really getting in there, taking our repetitions to try to understand what works and what doesn't.

    Ultimately, we also think that there's an opportunity to try to standardize certain aspects of care, which helps to integrate, right? If every physician is doing things differently, then it makes it hard to integrate new solutions. But if we can all come to agreements and we try as physicians to say, okay, here's how we want to practice, here are the things that work for us, then ultimately, I think that allows you to integrate better. It allows you to set the EMR up the right way and all of those other...

    aspects that streamline care.

    Griffin Jones (27:34)

    getting doctors on a page like that where they are so integrated is not easy. One of my favorite little bits from all of the podcasts I've done was a doctor named Kishits Murdiya, who's the CEO of Indira IVF, which is one of the largest networks in India. And he says, I hired 250 docs and it's not like they have REI fellowship there. So hiring 250 doctors might be more tenable. He's like, got 250 doctors.

    Thomas Molinaro (27:38)

    Yeah.

    Griffin Jones (28:03)

    I made sure all of them are younger than me and I told them, here's the protocols and we make decisions as a group together of how the protocols adapt over time. But this is the menu of protocols that we follow. We don't have somebody over here doing these couple of protocols and somebody over here doing a completely different set of protocols. Is that the future in the United States?

    Thomas Molinaro (28:05)

    Hehehe.

    I don't think so. I mean, think there's lots of different ways to practice and some of the protocols matter and some don't. And we certainly don't tell physicians what protocol to use or how to take care of patients. I think what we've, yeah, it's a question. Because everybody has a different way of practicing and ultimately if you can achieve the same results, that's all that matters, right? And so that's where it really comes in is we want to be a data-driven organization.

    Griffin Jones (28:40)

    Non rhetorical question though, why not?

    Thomas Molinaro (28:55)

    Physicians practice evidence-based medicine every day. We should be looking at the literature. We should be evaluating treatments and trying to understand what works best. And ultimately, we should carry that over into our practice every single day with what we're doing. So as a data-driven organization, our EMR allows us to ask questions and try to understand what works best and what doesn't.

    and ultimately try to come to some agreement around different treatment protocols. So we have a medical affairs group made up of different physicians, nurses, APPs that are looking at the literature. They're looking at our data, trying to understand what are the best practices. And we want to create opportunities for our clinics to take advantage of that knowledge. We don't force it down your throat. We sort of say, hey, look, this is what's working. This is what shows the best outcomes. And, you know, our physicians want the best for their patients. At the end of the day, why wouldn't you adopt

    certain treatments or certain protocols if they lead to really great outcomes for your patients. And again, it's not just patient pregnancy rates, it's their experience along the way, their time to pregnancy, all of those other things that we're looking

    Griffin Jones (29:57)

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    can be automated or should be automated so that doctors can do those things where they need to provide more individualized patient care. I think... I don't know if this is a consensus yet, but it seems like the really bad news should be delivered by the doctor. And there are other times where the doctor probably needs to make themselves available. And then there are other things. It's like, why is the doctor doing that? So what are those things that

    should not be being done by an REI or any physician.

    Thomas Molinaro (32:18)

    Yeah, I mean, I think, you know, it's obviously important for physicians to be available when patients have bad outcomes. They have lots of questions. It's a really pivotal time in their care. And it's an opportunity to not just answer those questions, but hopefully provide encouragement for patients to continue in their fertility journey. I think, you know, there's opportunities to increase

    throughput if physicians don't have to make as many of the less important calls around, know, estrogen levels and medication dosing, those kinds of things, obviously. And nurses have done that traditionally for many years and moving more and more of that into electronic portals, I think has been helpful. Although patients do like to hear from their nurse, they like to know that they're doing well or that things are as expected. You know, I think, you know, ultimately,

    just trying to understand what's the best use of physician time is a difficult question. And I think it varies from physician to physician in terms of what are the parts of their practice that they enjoy, right? I I would love to call a patient with a positive pregnancy test. I don't think I've called a patient with a positive pregnancy test in a few years because the nurses jump on those phone calls first. And by the time I get to look and see what's happening,

    it's the middle of the day and the only phone calls left are the negative pregnancy tests. So, you know, I think we all need to figure out what's the best use of our time. And it may not be the same for every position, but certainly automating tasks like, you know, progress note writing, right? So, I mean, how long does it take to write a progress note after you have a conversation with a patient for 45 minutes? You know, we're, we're, are looking at, you know, AI scribes for that type of work, reviewing records, right? You get,

    100 pages of old records from somebody who's coming for a second opinion. There's automated solutions that allow you to summarize those records and, you know, means less work for the physician to go through each and every one of those pages and try to summarize and extract the important, you the important points. So I think there's great opportunities for, you know, technology to improve the efficiency of physicians and

    and other practitioners, APPs as well, so that we can spend more time doing the hand holding, making the important phone calls, spending time with patients, and that's what keeps them engaged in care.

    Griffin Jones (34:28)

    Progress Notes is a major time suck as someone married to a physician knows. It doesn't just end at the office. And reviewing the records, having the AI to summarize that. What about ultrasounds? Should doctors be doing ultrasounds?

    Thomas Molinaro (34:30)

    Yep.

    That's a great question. And in our network, we do have some clinics where we use sonographers and we have a lot of clinics that use providers. And it is double-edged sword. I mean, think it is a large use of resources to use providers for scans, but I think it improves patient experience. So I'm pretty torn about it, Griffin. I won't lie to you because I enjoy scanning. I scanned yesterday. I got to see a lot of my patients in care.

    provided them immediate feedback, got to do some pregnancy ultrasounds, which is always fun. And so for me as a provider, it's rewarding to have that patient touch point. I think it's rewarding for patients to get that immediate feedback and to also be able to ask questions. So what we've tried to do in our clinics where we use providers is have more providers rotating through. So no provider is doing scans more than

    twice a week at most. I think that really helps to sort of balance the burden because it does take three hours of my morning when I scan and that's three hours that I could be using for other things. But to me, it's important to have those touch points and to be able to interact with my patients and offer them my own sort of perspective on how their cycle is going, give them a little bit of hope, a little bit of optimism, hopefully, or if it's a cycle that's not going well, it's an opportunity for me.

    to sort of have a little discussion with them face to face. You know, and always it's, okay, we'll follow up later this afternoon with a phone call after we see your, you know, your blood work, but at least we've set the stage for some of those difficult conversations that we're gonna have later in the day. So I certainly think it's a benefit to patients.

    Griffin Jones (36:16)

    You're torn though. It sounds like you haven't totally come to a conclusive decision. And on one hand, you feel like it's sometimes you really like doing the scans. It's a meaningful touch point with the patients. To me, it's like maybe there's a case for the efficiency of using stenographers. And I wonder if there's a way to systematize getting that benefit that the patient feels from

    when the doctor's doing their scan in terms of like that really warm and personalized care, if there's a way to extend it and systematize it to stenographers. And I think of an example, one of my earliest clients back when we were doing marketing for clinics was Fertility Institute of Hawaii. there was a phlebotomist there that was like responsible for just an insane number of their positive reviews. They really just loved, I remember her name, her name was Zoe.

    And so shout out to Fertility Institute of Hawaii and Zoe because people loved this phlebotomist. And I'm thinking there's no reason for a nurse or anybody above a nurse to be having to stick people when you've got phlebotomists like that because the patient experience and personalized care has somehow been transferred to her. Do you see any way of being able to do that, to systematize that for stenographers to where

    Thomas Molinaro (37:05)

    Hehehe.

    Griffin Jones (37:34)

    So docs aren't doing it just because they need to feel this individualized care, but somebody else can provide that to the patient. Is there a way of being able to scale that?

    Thomas Molinaro (37:44)

    Yeah, I mean, it's good question. mean, you know, you're always going to have outliers. sounds like the Phlebotomist is an outlier in all the right ways. The question is, can you train other people to be that way? And I don't know that you can. I think some people just have it in them. You know, they're outgoing, empathetic people who really connect with patients. You know, it's not to say that it can't be done, but certainly it requires, I think, extra training in

    in terms of helping the sonographers understand more of what's happening. But I don't think there are ever going to be a substitute for a provider. I think an APP or a physician in particular really understand the treatment on a different level. And patients are really looking for that validation. That's one of the biggest things that I see is just the fact that they hear it from a provider makes a big, difference.

    Oftentimes I'm saying the exact same thing that the nurses told them, but because it's coming from me in this certain situation, it resonates more with the patient.

    Griffin Jones (38:42)

    Are there any things that really just chap your ass that doctors are doing though? Any example in family medicine, I go see my family medicine doc. I've been on a very small dosage of a controlled substance forever that is a very minor part of my life. She's gotta spend 15 minutes going through all these New York state rules and then I don't even have to sign anything. So it's not even like for informed consent. It's like.

    Thomas Molinaro (38:52)

    Hmm. Hmm.

    Griffin Jones (39:05)

    One, I wasn't paying attention to you. We could have had some maybe video modules, some engaged MD type thing where I have to sign off, at least like get informed consent. I could have done this in a video module that has, that doesn't take up your time. And then she's asking me like, do you want this vaccine? Do you want this vaccine? And I'm like, I don't know. Like, am I at risk for it? Like you tell me, like I'm about to be approaching middle age. I'd kind of like it if my family medicine doc was able to be.

    Thomas Molinaro (39:07)

    Yes. ⁓

    Griffin Jones (39:32)

    a little bit more proactive of here's what's gonna come up and I think part of the reason why they can't do that is that they're doing all of this crap. Is there any examples like those that you see in REIs that like, this is a waste of our time?

    Thomas Molinaro (39:44)

    No, I I think we're fortunate in REI that we're in such a sub-specialty of medicine and we have a great opportunity to help so many patients. I don't think that there's anything that we do that necessarily is a waste of time per se. I do think that it's great when physicians have more ability to ask patients the right questions, right? To really...

    give them the time and the opportunity to communicate their concerns, their fears. I I start every new patient consult with some very open-ended questions. What brought you in today? How did you get here? And trying to understand the journey that they've been on, because it's been, for most of these patients, months, if not years, of trying at home and talking to their OB-GYN and talking to their sister or their friends. And so for me to catch up on that journey, I need them.

    to really open up. I need them to really speak all the thoughts that are in their head. Number one, it helps me understand them better, right? Number two is that they're not actually gonna hear anything that I have to say until they've emptied their brain, right? Until all of those thoughts that are in their head are out on the desk in front of us. And then we can say, okay, let's put all these pieces together into a plan. And so I think that if physicians took the extra time to ask those questions, to really hear what patients are saying,

    They would be much more effective at formulating the right plans and speaking to their concerns. And I actually try to repeat back to the patient what I heard to double check myself. So at the end of all of that, before I launch into any of my explanation about the testing or the treatments or anything else, I just try to repeat back. you're 34, you've been trying for a year, you went to your OB, they did these tests. Right now, it doesn't seem like there's any issues. Your biggest concern is around insurance coverage. Am I missing anything?

    And yeah, I'm missing stuff. They correct me all the time that I forgot, you know, there was some important key aspect that didn't register with me that they're going to correct me on right there and they say, no, but you I also have this family history that I'm worried about. Okay. Once we get all on the same page, now we can work together. I can partner with that patient. We can engage in a conversation about testing, about treatment. We can formulate a plan. And that's really, really important to patients is that they have a plan, that they know where they're going.

    right, that they understand the journey that they're about to take. And that ultimately helps us to engage in the right kind of care.

    Griffin Jones (42:08)

    Did you guys, meaning you all as an IVIRMA Global, just have a mini conference or not so many? My notes say 1,400 experts. You had a meeting of 1,400 people? That's like PCRS, MRSI, like CFAS. It's bigger than those meetings put together. It would probably be like the fifth. It's probably somewhere in the top 10 of largest meetings.

    Thomas Molinaro (42:18)

    We did. Yeah, so...

    Griffin Jones (42:34)

    in the world for fertility if I had to guess. What was this all about?

    Thomas Molinaro (42:38)

    Yeah, so every other year, EBRMA puts on the ED Congress, which is a three day meeting in a city in Spain. So this year was in Barcelona two weeks ago. We invite REIs from all over the world to attend. We invite a lot of the top minds in the field to come and give research presentations around different aspects of care. We had some male infertility, we had some...

    AI, had some ovarian rejuvenation, some in vitro gametogenesis talks. It was a really well attended conference in a beautiful city and just really allows many of the experts in the field, many of whom are IVIRMA physicians, to speak on their area of expertise.

    It was a really great conference and I think everybody had some really positive feedback to give every other year in Spain. ⁓

    Griffin Jones (43:29)

    What were the biggest takeaways? What did you leave with saying,

    we've got to implement this the next year?

    Thomas Molinaro (43:34)

    Yeah. I mean, think the biggest takeaways were around, certainly around AI. AI is here. There's ways to use it in the clinic that can make you more efficient. There's certainly opportunities in the laboratory that are going to come around and make us more successful. It's really exciting to see some of the work being done on in vitro gametogenesis, right? And so understanding the ability to

    to grow sperm or eggs in a dish. I think that it's something that's probably gonna happen within our lifetime, that these researchers are making big strides and certainly that will change the face of how we take care of patients. It's interesting that there's still a lot of talk around endometriosis and gnatomyosis after all these years and looking at new and novel ways to treat it, both surgically and with medicine.

    And I think we're all looking forward to the automization of the IVF laboratory and seeing what's coming down the pike in terms of robotics and sort of really making the laboratory more efficient.

    Griffin Jones (44:34)

    Do think that's pretty close?

    Thomas Molinaro (44:36)

    I mean, I think it's certainly on its way with some of the organizations that are putting this forward. And I think time will tell how easy it is to implement in the clinics. And ultimately, we're excited to be a part of it, I think in general. At IVIRMA, we've always wanted to push the envelope. We think that there's tremendous opportunities within the field to improve.

    our success rates to improve our ability to care for more patients. And so we've always had a dedicated R &D division that looks at the latest technologies, partners with different startups and tries to really understand how we can improve the delivery of care. until we get 100 % of the patients pregnant 100 % of the time, we can always do better, right? And so I think that's what drives us as an organization is to always want to be better.

    And the way that we practice IVF today is different from how we practiced it five years ago. And I know that it's going to be different five years from now. We'll look back and say, can you believe we were doing it that way for all those years? And the answer is, yeah. Because until you do the research, until you push the envelope, until you're willing to step outside of your comfort zone, you can't change. And change is uncomfortable, but change is absolutely necessary if we want to continue to deliver the best outcomes for our patients.

    Griffin Jones (45:57)

    Part of the reason why the meeting is so big is because the organization is so big and that's partly because of acquiring merging with other clinics, clinic networks, Boston IVF, TRIO. What have you learned from those acquisitions? What are future acquisitions that might happen in the RMA ecosystem?

    Thomas Molinaro (46:03)

    you

    Thank

    Yeah, well, I don't have a crystal ball to know what's coming down the pike. Certainly we are interested in working with the best clinicians that are out there, the best clinics that are looking to partner with us. I think every step of the way we try to learn from the organizations that join us and really understanding what they do well. And certainly from Colorado Conceptions in Denver, we learned a lot about

    efficiency in the laboratory. From Boston IVF, we're learning a lot about their organization, their efficiency as well. How do they approach patient acquisition? There's a lot of opportunities for us to learn more from the other clinics that join us. And certainly we want to form a new way forward, sort of learning from all of the clinics that join us to understand

    what will drive the best outcomes. And we are, you we have always been as an organization unafraid of change. You we're willing to change tomorrow if we think it'll get a better outcome. And so I think that's really refreshing to get to meet other REIs, other clinic leadership, understand what they're doing and try to figure out what we can steal in order to get better outcomes for our patients.

    And honestly, having a data driven approach allows us to do that. It allows us to sort of do A and B testing and see which one leads to better results. And, you know, I think that's what keeps me going to sort of meet new people and understand better ways of taking care of patients.

    Griffin Jones (47:43)

    Any breakthroughs that you plan to unveil this year? Research or otherwise?

    Thomas Molinaro (47:47)

    You'll just have to wait to see.

    No, think, you know, we have, I think 40 or 50 abstracts that we submitted to ASRM, you know, some pretty good projects. You know, we'll see what gets accepted and, you know, hopefully we'll have a good representation of the meeting in October.

    Griffin Jones (48:03)

    If you could give an assignment to all the people listening that there's someone in the audience that has a magic wand, it can make it happen. What challenge do you still feel like really needs to be solved in this space? What do you want to have a market improvement in the next five years or so?

    Thomas Molinaro (48:17)

    Thank

    Yeah. I mean, I think we're still scratching the surface of embryo diagnostics. We still don't know what makes a good embryo, right? Even when you have a genetically normal embryo in a young patient, the chance it turns into a baby is still less than 70 % in most cases. So we're missing a lot when it comes to embryo diagnostics and whether it's something that has to do with genetics or whether it's metabolism, I think there's still a lot of work to be done.

    understanding what makes an embryo that's capable of implanting and turning into a baby. So we're certainly working on it in our research organization, but I think there's a lot of opportunity for others to help us figure out what makes a good embryo.

    Griffin Jones (49:00)

    And there's a lot more that could be discussed in this podcast that we'll have to wait for another episode when we have you back. Dr. Tom Molinaro, thank you very much for coming on the Inside Reproductive Health Podcast.

    Thomas Molinaro (49:12)

    Thanks so much, Griffin.

Dr. Thomas Molinaro
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