“Healthcare, in my opinion, is the ultimate team sport.”

I love this quote from today’s guest. And it reminds me that patient experience is not just about the patient; it starts with every member of that patient’s care team. If they do not feel respected, trusted, and valued, it will absolutely impact the experience of their patients. Brian Carlson, VP of Patient Experience of Vanderbilt Health, knows that trickle down effect all too well. And, as a result, he’s been building the patient experience at that organization from the inside out.

The outcome?

• Year-over-year improvement in patient experience scores.
• Over 80% participation in voluntary patient experience training.
• Three times over having the organization vote “YES!” to continue this type of training.

Experience matters, and Brian has the data to prove it.

Brian Carlson leads enterprise strategy for patient experience, workforce culture, and digital engagement across the 40,000-person Vanderbilt Health system. Brian’s work focuses on the intersection of culture, operations, and technology, including AI-enabled approaches to experience management and patient engagement at scale. He has led major initiatives in patient access, digital health adoption, and workforce culture transformation.

Can design be a determinant of health?

We often think about the quality of the clinical care patients receive in our hospitals, the outcome metrics that determine funding and quality and safety rankings, the readmission rates that tell us how well we’re helping people get healthy and stay that way. But one thing we overlook is the quality, accessibility, and care in the buildings those same patients visit, the parking lots, the cafeterias, the sights, the sounds, the space as a whole.

Our guest today is an architect who looks at existing and possible solutions through a unique lens: Who was this designed for? Abbie Clary is CannonDesign’s Executive Director of Health for All where she leads strategy at the intersection of design, health equity and systems change. She has spent nearly 30 years impacting the healthcare system most directly across over $5 Billion in healthcare projects, including work with Memorial Sloan Kettering, University of Chicago Medicine, MD Anderson, Fred Hutch, Kaiser Permanente Shirely Ryan AbilityLab and more.

Her perspective that “design is bigger than buildings” is changing healthcare by creating opportunities for health in and around the spaces we as people inhabit in our daily lives. By building in those opportunities on the front end, Abbie believes there will be greater access, better outcomes, and an overall shift in health and wellness for all.

Let’s talk PBM’s.

What even is a P-B-M? Pharmacy benefit managers have been around since the 1960’s, although back then, they were basically claims processors. Things changed in the 80’s and 90’s following the first iteration of ERISA when employers saw PBMs as potential cost containment strategies. The industry continued to explode until 2007 when CVS acquired Caremark, and now the market is really consolidated into just three major players.

Why does this matter? Well, PBMs control just about everything drug-related in the US these days, and that includes the cost. Given that we have not seen the promised drop in drug prices, Americans and employers are still bearing the burden of this bloated and broken system.

To unpack how this works and what folks are doing about it, we invited back Shawn Gremminger, the President and CEO of the National Alliance of Healthcare Purchaser Coalitions. His organization works with regional coalitions of employers to help them advance health policy, leverage their collective power, and drive market change.