Launching new technology is almost never easy, but itâs particularly nuanced in the healthcare space. Rightfully so, as doctors and patients often rely on these technologies in critical ways.
Thatâs why regional health system, ProMedica, partnered with the healthcare technology experts at Kapios Health to launch new technology that improves patient care.
On this episode, we talk with the President of Kapios Health, Justin Hammerling. Justin walks us through the benefits and challenges of operating a technology companies inside a large regional health system.
He is interviewed by Chief Innovation Officer, Jim VanderMey.
Enjoy!
This podcast content was created prior to our rebrand and may contain references to our previous name (OST) and brand elements. Although our brand has changed, the information shared continues to be relevant and valuable.
Episode Transcript
Andrew Powell: Hey, everybody. On this episode, we will talk to Justin Hammerling, the president of Kapios Health. They are technology company focused on bringing innovative patient care solutions to market. Justin is interviewed today by OSTâs CIO and resident healthcare expert, Jim VanderMey. Enjoy.
[tone]
JimâŻVanderMey: I want to welcome vice president of Innovation of ProMedica and the president of Kapios, Justin Hammerling. Good morning, Justin.âŻ
Justin Hammerling:âŻGood morning, Jim. Nice to be here. This is a great place you guys have here.
View Full Transcript
Andrew Powell: Hey, everybody. On this episode, we will talk to Justin Hammerling, the president of Kapios Health. They are technology company focused on bringing innovative patient care solutions to market. Justin is interviewed today by OSTâs CIO and resident healthcare expert, Jim VanderMey. Enjoy.
[tone]
JimâŻVanderMey: I want to welcome vice president of Innovation of ProMedica and the president of Kapios, Justin Hammerling. Good morning, Justin.âŻ
Justin Hammerling:âŻGood morning, Jim. Nice to be here. This is a great place you guys have here.
Jim: Thank you. I just recently concluded the tour of OST with Justin. We have been working withâŻKapiosâŻfor a while. As youâre here today, I thought it would be a great opportunity for us to record a podcast together because KapiosâŻis doing some things that are really, really interesting to me in the area of innovation. Why donât you tell me Kapiosâwho is it and what do you do?âŻ
Justin: Yeah.âŻKapiosâweâre a commercialization engine basically for healthcare innovationâs institutes or departments that not only develops software for the Healthcare System, but then also has the sales and marketing team to be able to take those onto the marketplace. We have been able to successfully commercialize two different pieces of software forâŻProMedicaâŻInnovations and another one for MedStar Health.âŻ
Jim:âŻSo, ProMedica is aâŻpretty significant healthcare system in the Toledo area.
Justin:âŻCorrect. Yeah.
Jim:âŻSo, tell me a little bit about ProMedica.âŻ
Justin:âŻProMedica, we were regional health care system. Now, weâre a national one. We started in Toledo, Ohio and Northwestern Ohio and have hospital facilities in both Northwest, Ohio and Southeastern Michigan. But recently, we just merged and acquired HCR Manor Care in the senior living space. So, weâre now in 30 states and from a stroke of a pen we grew from an organization with about 17,000 employees to an organization just under 60,000 employees.âŻ
Jim:âŻAnd I think thatâs one of the pieces that so interest me withâŻProMedica,âŻthe choice to expand into senior care could be an entirely another conversation. ButâŻProMedicaâŻis a very entrepreneurial Healthcare System. Why a tech startup company in that?
Justin:âŻBecause we saw the opportunity in theâŻindustry. When I started with ProMedica, I say unofficially six years ago because for the first three years, I was actually with Cleveland Clinic Innovations. And as a part of Cleveland Clinic Innovations, we had this Global Healthcare Innovation Alliance that ProMedica was a member of that Cleveland Clinic led and there was about seven or eight other Healthcare Systems in the alliance. The intent was for us to all be able to idea share, that the ideas collaboratively and if there are synergies work on joint projects together to get them onto the marketplace. Itâs a great idea.
For medical devices, that process is fairly straightforward. You get a patent you do some prototyping, you do bench testing, maybe animal trials, you go to your first man somewhere, you get enough to add for an FDA, you raise some money and you go out into the market and start selling and grow and be acquired. Not every company or idea goes that way, thereâs always failures but thatâs the process to success. With software, thereâs no vehicle into the marketplace. The intent really canât be âto be sold to epicâ.
Jim:âŻRight.
Justin:âŻEpicâs going to build their own type of thing or McKesson, the big guys, theyâre not really big acquirers of new technology. They might implement some of it or they might reproduce it, but theyâre not the strategic target like trying to sell medical device to Simmons or Stryker or something like that.
So, we were asking the questions like who do we license these technologies to? Who is going to buy the service by the software, help us commercialize this to other Healthcare Systems? If we build this app as ProMedica and I sell it to the University of Michigan or something like that and it goes down or thereâs normal maintenance issues, Michigan IT isnât going to call upâŻProMedicaâs ITâŻhelpdesk to get the problem solved. We donât want that liability. We donât want that burden. Who is selling it toâŻthe University of Michigan? Is it fromâŻProMedicaâŻselling to a potential competitor? Is it ProMedica branding these solutions and putting them onto the marketplace? Whoâs developing them? Because as we go ahead and prototype these ideas, a prototype is never what the end product is. So who is maintaining them, who is building the new features? There was a big void in the industry. We knew from our experience we are hitting it. We asked some of our colleagues if they were experiencing the same problems, they were, andâŻso we created KapiosâŻto fill that void in the market.
Jim:âŻI think thatâs one of the most interesting parts about the Kapios story, is that weâve seen in system after system a desire to be innovative. Innovation is viewed as an attribute to attract the best talent to the medical system because they want to be able to take good ideas to commercialization.âŻ
Justin:âŻYeah.
Jim:âŻBut to actually start a tech company and then think about the sales effort, the go-to-market-effort, what was in your background that made you the right choice to lead this inâŻKapios?âŻ
Justin:âŻI was the one that was really passionate about it. I think everyone understood the need but when I would break it down to them the same way I just did, âOkay, who is going to maintain it? Yes, we can build an app but who is going to sell it?âŻOh, yeah. That is a good point.â Whoâs taking on the revenue? Who is doing the financial metrics to say, âOkay. Did this system actually pay us on time and we get the money in? What do we have to do there?â Because our finance departments does not want to take it on because weâtheir billing is CPT codes and Med practice and everything like that. They arenât a collection agency for other companies. So, thatâs where I really use the benefit of my inexperience, I guess, in the healthcare industry where I was not pigeon-holding the one particular area where I just kind of raise my hand and said, âYeah, letâs do it. I will take it on.â I will learn just as weâre going. Promise I wonât make the same mistake twice. They said, âGreat. Letâs do it.ââŻ
Jim:âŻThat is a really great story. What has been hard?
Justin:âŻI think when you get into healthcare, especially trying to sell into larger systems, everyone is aware of the pitfalls of a start-up, where they like the technology but âare you still going to be around in two years?â If I put your compliance platform in myâŻlab, what guarantees do I have that youâre actually going to be around in a year, to be here for the audit if thereâs something going on. Because I canât put my entire lab under your software if you donât have a defined future. Itâs that chicken versus the egg, âWell, if you sign this contract I can go get investors that says, âOh this hospital system is paying me for it. They love it. I can go sell some more of it. I just need a million dollars or two million dollars to keep the team together as we go sell it.ââŻ
But I canât get that big system to sign the contract if I donât have the money and I canât get your money until I get the contract. So, learning from that and going in and having the right Dev team, having the right marketing team and a sales team that understands the current conundrum that the people that they are talking to are facing. Not only from the healthcare industry side, but also from âweâre a start up, you donât know who I am on the other side of the phone.ââŻHow do you build that trust and get them in there to be able to see not only the value of the software, which is repairing after the first demo, but that weâre a company that you can trust to be around and you can go to bat to your supervisor for when you go ask for a PO or youâre going through this process with legal that itâs worth the risk.âŻ
Jim:âŻSo whatâs the value, and thinking about the fact that youâre part of a larger Healthcare delivery organization. You have got this startup brand ofâŻKapios, but you have got the Enterprise brand of ProMedica right there.âŻ
Justin:âŻYeah.
Jim:âŻWhat is the value of those two things together?âŻ
Justin:âŻIt is the 700-pound grill that I get the point out and that corner where âYeah, weâre a start-up and if you were to look at our financials, weâre going after an investment, but that $7 billion company owns a hundred percent of me.â You really think they are going to let this thing go out of business right now?
Jim: AndâŻthey are using the software in their laboratory.
Justin:âŻExactly. They are using the software in their labs, they are using their software in the rev cycle spot. So they are incentivizing both ways to not see this go anywhere but be successful. And so, that has been giving a lot of reassurances to these larger systems. It says, âYeah, you might not know us as Kapios. We have been around for two years.â ProMedica has been around for thirty plus and weâre here to stay.
Jim: So, being able to leverage the enterprise strength, first customer advantage, the access to business knowledge and talent and then being able to be a small capable development team that has a digital native behaviors of sales business model development, development partnering. So, youâre taking both the exploitation of the new as well as the management of the old at the same time.âŻ
Justin:âŻAbsolutely.âŻ
Jim:âŻItâs a great combination.âŻ
Justin:âŻIt really is, especially when you get the right people on both sides of it. We, as ProMedica, we have subject matter experts in literally every aspect of medicine. We have every service available to us from cradle to grave and everything in between as a Healthcare delivery organization. So, thereâs not anyone in the organization that we canât go talk to or get an answer to a problem that we might be experiencing.
And theyâre also in a mindset of their operators. If youâre a surgeon youâre still an operator in terms of âIâm going to be doing this. If a system goes wrong, we need to do something else.â But they arenât seeing us as a threat to the way they operate. We are going as, âOkay. Iâm not trying to be the next best supply chain person or the next best rev cycle person because Iâm jockeying to be the VP of rev cycle or I want to be the lab director. I want to give you your weekends back from a compliance standpoint so you donât have to do paperwork anymore. Because market research tells me that thereâs 20,000 plus of you just in the tri-state area who will pay me if they have a solution to get those weekends back.
Jim:âŻIf they get those weekends back.
Justin:âŻExactly. I think that helps lower the guard a little bit from a lot of people because healthcare, itâs a tough industry. I mean when youâre in healthcare, youâre a veteran after a month just because you go through a lot. Thereâs a natural defense, I think, a little bit because you donât want to seem like youâreâ If Iâm the VP of something or Iâm the managing director of a department, I donât want to seem like Iâm not the subject matter expert for everything I am going in. If someone comes into my office and says, âHey, you have a problem and I am going to fix it for you.â You would be like, âNo. I donât have a problem. Iâm the best managing director of labs that ever walked the earth.â
Jim:âŻAnd Iâll muscle through it.âŻ
Justin:âŻI will muscle through it and no one, you know, so I donât want to talk to you. âWell, okay. Did you know that if you submit an idea for how to improve these problems with our innovation program fromâŻProMedicaâŻyou get a percentage of the revenue?âŻYour department can benefit from this.â âOh, I didnât know that.â
Jim:âŻSo, you just linked the operations mindset of the enterprise to the innovation capability of the enterprise to an innovation hub that can then bring those ideas to both internal exploitation and external market.
Justin:âŻCorrect.
Jim: Now, itâs not inâŻProMedicaâs DNA to be a tech development company.
Justin:âŻNo.
Jim:âŻSo weâre talking today because OST and Kapios has been working together. So, why have you sought external partnership?âŻ
Justin:âŻWell, I think anyone in the healthcare, if you ever owned a house, you have probably done some creative rewiring that might not always pass electrical code, but you know how it works.âŻ
Jim:âŻYeah.
[laughter]
Justin:âŻSo, you kind of know where it goes and how itâs going because you had a weekend where like, âYou know what I should have done this electrical outlet this way, but I had 30 minutes. I just plugged in the electrical cord into it and ran it.â Well, I would say Healthcare IT and any IT departments kind of like that a little bit where there might be some homegrown spun-in solutions to make things work for that industry, but they could not go outside of that building.âŻThat is one of those things that we bring to the table. When we look at building these tools, we know itâs not going to be for just forâŻProMedica, that someone else is going to use it in a slightly different way. We canât hodgepodge the back end. We canât kind of finagle the wiring like we could in our own house to make it work.âŻ
Jim:âŻYeah.
Justin:âŻWe need to have something thatâs going to be sold. They are going to have a building inspector. You are going to have someone running a third party testing this that passes muster. With that mindset thereâs no real corners to cut on certain things like you can if itâs just going to be your own private thing.âŻ
Jim:âŻAnd so the ability to take something that was now as we go from that concept to idea, to ideation to external market to now a product that can be sold and supported across multiple customers. That is what youâre responsible for. Now you used a house analogy and your training isnât in IT.
Justin:âŻNo. I have two degrees in architecture, but not software architecture, actual building architecture.
Jim:âŻAnd my background is in Enterprise Architecture from an IT standpoint so we use a lot of the same words.âŻ
Justin:âŻYeah.
Jim:âŻBut conceptually, when you and I were first talking I realized that you were approaching the problems from the same space I was and using the tools of architecture. But one of the things that I was so fascinated by was your definition of sustainability.âŻ
Justin:âŻYeah. I had the benefit of getting my architecture degree from the University of Colorado and they are obviously very environmentally focused out there. I think itâs the number two environmental design program in the US. So everything had to be environmentally friendly as we are going through it. In one definition of sustainability that was told to me, that stuck with me and I love it, comes more from the Aboriginal side of Australia where itâs the seventh generation mentality. âTrue sustainability is the ability for the current generation to meet its needs without impacting the future generations to meet their needs.â So, not doing something now thatâs going to make my life maybe easier now, but itâs going to make the next generations harder, I canât do it. That isnât sustainable. Even in the short term because yeah, I might be able to cut down this tree for shelter or a fire right now because Iâm cold, but if I cut this tree down now, that means for the next generation isnât getting fruit from it or they arenât going to be able to do something that they might need to be able to do with it. And so, it forces you to really take a step back and understand what are the long-term implications of actions beyond just the short-term.
Jim:âŻWe can clearly understand that when we talk about trees and environments, but what about in the digital ecosystem? What is sustainability in that long-term thinking? How does that work?
Justin:âŻI think for us, for me at least, on that same house analogy, itâs doing it right the first time because if you have ever renovated a house or you know, you only have opportunity to put wiring in behind a wall a handful of times without having to tear the whole wall apart. When you have the opportunity to build in what you need, do it then. It might be a little bit more expensive, it might take a little bit more time but if going back and doing the workâŻyou could do now is going to cost you more than 10x what itâs going to cost to do now, just do it now. It is the right thing to do. You know at one point youâre going to need something like this. And you know at that point happens, youâre going to be tearing something out. If you use the wall analogy continue it out, you might have something on the wall there. You might have to do a lot more prep work to be able to get in to put in the right infrastructure behind this wall after itâs built, than itâs going to take to do beforehand or even in the short term. And so, those are the things that when you think of it from a digital side. Yes, you can build solutions very quickly that meet the very tight definition of what you defined and build. But are you building it in such a way that it can be reusable? Are you building it in such a way that if you need to make a change, you arenât tearing everything apart and doing it again?
Jim:âŻI think that the impermanence of digital assets leads people to think that everything is flexible. Everything can be redone atâŻlow cost but thatâs not true.âŻ
Justin:âŻNo, itâs not.
Jim:âŻWe talk about technical debt in the architecture community within IT and the analogy I like to use is that if you build up too much debt in your personal financial world, you end up declaring bankruptcy. Likewise, if you build up too much technical debt you end up at some point not just having to pull the wall out, you end up having to raise the building because itâs fundamentally unstable.âŻ
Justin:âŻAbsolutely.
Jim:âŻThat is a place where I have appreciated working with you is that youâre absolutely looking at how we exploit the next near-term opportunity, but you want to do so in a way thatâs consistent with where you want to be in two to three years with your product roadmap.âŻ
Justin:âŻOh, yeah. If you look at that analogy, youâre saying like it might get to the point we have to raise the building in order to actually put in the right infrastructure. In any industry, when youâre at that point where âOkay, we got to tear this thing down to the studs or get rid of it all. From an IT standpoint, weâre going to build something new.â Rarely are you ever actually going to build anything new. You are just going to buy the thing thatâs already built.
Jim:âŻYes.âŻ
Justin:âŻAnd so thatâs a perfect area for disruption. If youâre in an industry like healthcare is where a lot of theâŻdigital infrastructure is very old for the majority. I mean, some Healthcare Systems have been very good with it and we have, but a lot of IT is typically, we still have Windows XP. We still have Windows 98 in some instances. It is running. It isnât broken that bad so we arenât going to fix it. Well, itâs going to get to the point where you arenât going to fix anything. You are just going to buy something brand new and if you can be that solutions provider like âHey, I have got the new thing. I can get this thing up and running fast for you.â There is a great opportunity from the digital solution standpoint to be in that space.âŻ
Jim:âŻAnd so, you have had to actually then work your economic models to be a SAS provider on a monthly subscription basis.âŻ
Justin:âŻYep.âŻ
Jim:âŻAnd so from a business model standpoint, you have had to be innovative as well not just in the product standpoint.âŻ
Justin:âŻYeah. It is interesting. I think anyone thatâs listening that has beenâŻin the healthcare space, getting a PO isnât always the easiest thing or particularly getting a contract signed through a healthcare institute isnât always the easiest thing. So, being flexible on the business model and saying âWell, as we sell this into a healthcare system at a certain price point youâre going in for capital.â You can opt x hundred thousands of dollars for software, finance is going to come in and say no. This is the capitalâŻthreshold for some like this and this is what the meetings are for. That takes the timeline, the sales cycle from a six-month sale cycle to an 18 plus month sales cycle. That isnât something you really want to do as a start-up, it would be hanging out and burning cash for a year and a half.
Jim:âŻAnd competing with every other capital project in the healthcare system.âŻ
Justin:âŻExactly. You donât want to be the reason that someone isnât buying an MRI machine.âŻ
Jim:âŻYeah.
Justin:âŻBeing able to go and say âNo we can tweak the model toâŻget in and be a SAS model for you month to month. And now managing director, weâre under your monthly spend threshold.ââŻAnd especially these solutions where you can show ROI pretty fast. No one is going to get mad at you for saving the system money.âŻ
Jim:âŻYeah. So, what advice would you have to either Innovation teams and large Healthcare Enterprises or to healthcare Enterprises that want to start up an innovation team?
Justin:âŻI think treat every project like itâs a start-up. What I mean by that is youâre going to be way more capital efficient. When we started it and we wanted millions of dollars to do this. We got a half a million and we were able to do it. But it forces you to focus on whatâs important and besides the capital constraint, you also have to know from a Healthcare System side that those constraints are put on there to prevent the impact of errors because you know errors are going to happen.âŻYou know thereâs going to be pivots. There is going to be potential product launch failures or the sales strategy you presented the first time isnât going to be the final sales strategy. And knowing thatâs going to happen in building capital runway behind the initial commitment to say, âOkay.âŻYou did not hit the sales targets. We kept you on a tight leash. What did you learn?â Because you got more money coming but we arenât going to put it into the same mistakes. You arenât going to be given this long stretch of rope to go hang yourself with. We are going to give you a foot of rope. Show me the best knot you can make and I will give you a longer piece.âŻ
Jim:âŻAwesome.âŻThat is something that I have rarely seen in healthcare innovation teams as a: that discipline to view these as investments and taking those lessons learned, but also the willingness to impose constraints. Because oftentimes the organizations are large enough to have innovation teams also have a huge amount of resources.âŻ
Justin:âŻYeah.âŻ
Jim:âŻTheyâre large Healthcare Systems, often times the largest employer in their city and they have a lot of resource and so they donât put the constraints in place to learn quickly.âŻ
Justin:âŻYeah. It is interesting becauseâŻitâs one of those things where the only way youâre going to get experience is through failure. You donât learn near as much in success as you do in failure. But yet they donât put the safeguards in place to minimize the impact of failure or they view failure as one of those things. âWell, you donât know what youâre doing so why am I going to put any more money into it.â Well, no, we know what weâre doing butâŻeverything is going to hit a roadblock. Failure is only we arenât going to do the project anymore. Failure isnât âWell, the marketing strategy we thought was going to work did not work.â As long as you contain those and minimize the impact of failure to the operation, I think thatâs the key thing. So if youâre going to fail on a marketing thing, fail the two hospitals. Fail in a very select market and have very realistic milestones and definitions of success and then say, âOkay.âŻNow if you give meâŻ$100,000, this is what I can do. Donât give me $100,000 and then watch it go away, then wonder what happened to it.â Be regimented and have good milestones but know that not every early project is going to be what it looks like in the beginning at the end. And that change isnât failure. Failure is âit does not workâ or âweâre just giving up on it.â
Jim: That is I think a good place for us to wrap up. Justin, thank youâŻvery very much for your insights. I love the conversation around innovation and healthcare and the ability to take an organization like ProMedica, innovate within, and then bring something to market. Really great job.âŻ
Justin:âŻThank you.
Jim: You need to be congratulated for your success.
Justin:âŻI would love to take all the credit for it but I canât. We have an amazing team and itâs led by my boss and he hates when I call him my boss, but he really is because he is a great guy. Dr. John Piggott, our ChiefâŻInnovations Officer. Dr. Piggott is really the reason why weâve learned everything we have because he has learned those lessons. He has had medical device startups. He is an accomplished vascular surgeon so he understands the need to be flexible and the need for discipline. That has really permeated our Innovations team and allowed us to do a lot of things that a team of our size would not normally be able to do.âŻ
Jim: Okay. Well, congratulations.
Justin:âŻThank you.
Lizzie Williams: OST, changing how the world connects together. For more information, go to ostusa.com/podcast.