Good afternoon or good morning and welcome. Thank you for taking some time to spend with isis today to learn about the Kelly physician MBA program at Indiana University. I'm excited to spend the next bit talking with you about this program that has such an impact on changing health care. And then I'm also excited that you get to spend time today with Dr. Tom Leader, who is a graduate of the program. He's gonna be talking with you about his experience and how the Kelly physician MBA program has helped him in his career as he continues to grow as a physician leader. Let's dig in. I'd love to spend a little bit of time telling you about the nuts and bolts of the program before turning it over to Tom to talk further. So the first question we always exploring a situate in our information sessions is why an MBA for physicians? Let's start with that question as something to explore as you're thinking about an MBA for yourself and what we know. And this is, I'm just back from our healthcare policy course and Washington DC. We just flew back in on Friday, we spent last week Sunday to Friday. It's our capstone course. We're going to immerse you in the conversation of health care policy. And so this sentence that's here on the slide about health care is undergoing rapid change. I can just say, okay, for spending the last five days in Washington DC, healthcare is undergoing rapid change. When we were talking with one of the administrators at CMMI about all the innovation that CMS is thinking of as part of CMMI. And just the answer is yes. And what is value-based care mean and what is fee-for-service and how does well, we all know what fee for services, but how is fee-for-service moving into value-based care and that whole conversation. So what we know and what we truly believe here at the Kelly School is that physicians need to be leading the change. That you are the ones who best understand patient care and the care of that health care really needs to be providing. But the challenge is, is that business and medicine are not exclusive. They have to be paired together. And if you've been in practice for any period of time, you know, that does decisions that are being made are not necessarily being made by physicians, right? So we want to ensure that the physician voice is not just heard, heard loudly and at the head of the table. And so our program exists to sort of fill that gap between your understanding of medicine and understanding of business and giving you the tools you really need. And it's not really just a tool, stone tools, the skills, the knowledge, and the language to be able to lead the business of medicine effectively. So things like process improvement, care coordination, finances. How do you do capital budgeting, all of those things, as well as the collaborative tools needed to lead health care moving forward. So that's why our program exists. And really the mission of our program is to change health care through physician leadership. And we can give you example after example of how we achieve that. Why would you come and spend your time here with Kelly? Well, of course, we're going to tell you always were one of the top ranked business schools in the US. What does that mean? When we say top range, of course, we have the number one ranked online MBA, which is consistently ranked number one for the last, I don't know if 15 years or so and our other programs continue to be ranked at the top well, what does that mean for you? Well, for you this being a hybrid MBA program where we combine online learning with in-person learning. That means you are actually studying at the best. We know how to deliver content online. So when COVID hit and we needed to move virtual, That was a no problem for us. We were immediately able to pivot in that case. But what it really means is that a top ranked business schools brings in a faculty that are renowned and that word gets a little overused sometimes. But we can claim that with great expertise because our faculty are not just experts at teaching, which is unusual for a top business school. But remember, we're at a public university. And in fact, when you start doing rankings of business schools, you'll find most of them are at private schools. And so we're unusually at a public school top rank. But our faculty come here because they love to teach, but they're also amazing content experts. So they're published in not just business journals, but also medical journals. We have a lot of CO, authoring that happens between our school and the medical school or the school of psychology. But more importantly to that is our faculty are committed to our mission. And they not just understand your learning style, but they also understand health care in the demands on you. And so it's a program that truly, we have a professor who starts at the beginning. Read Smith is his name who teaches our accounting course and he's coined the phrase no, Dr. left behind, which is not that we're going to pass you through every class because that's what we do. It's more a conversation of we want to make sure you understand the content that we're teaching. And you walk away from this program, being able to speak the language that you've practiced it. And so that dedication to know Dr. left behind is something our faculty really believe in. There's a great quote on the screen here from Dr. Cheryl Wolf who graduated from our program in 2017 and has gone on to direct Women's Health at a major health care system in Wisconsin. In her quote, these professors are experts in their fields. And they opened my eyes to a whole new way of looking at medicine and how the business of medicine shapes actual health care. So why come to our program? Let's work through some of the basics. So our MBA program is the same as all MBA program. So we get this question a lot. Well, it's physician only. It's got an emphasis on the business and medicine. Yes, but it's still a standard MBA. So the first year of the program, you're going to take core courses that prepare you for any industry you might want to go into. Core courses, meaning finance, accounting, management, analytics, law, macroeconomics, et cetera. The chord that you would go, This is why I go to an MBA program. I learned business. Then the second year in the program where you would normally pull a concentration and a standard MBA program. So concentration of marketing or finance or accounting or what have you, we've pulled that account, that concentration for you to be in the business and medicine and uniquely, and I love to always recommend to people to play this game. When you're looking at MBA programs, you look at three things. Who's in the classes, who's teaching the classes, and what are the classes? So when you line up US versus any other MBA program you're looking at, we always win that game because in our classes we have like-minded individuals, which I'm going to talk about in a moment. We have faculty who are experts on not just their content, but also the physician learning style. And then thirdly, our curriculum really intersects business and medicine and answers the question of what do physicians need to know to lead the industry moving forward? And so that second year, where were you choose that concentration or you don't choose it? It's chosen for you in the business and medicine, we've actually designed specific courses just for that topic that when you play the game and you'd line us up against other MBA programs. You don't find those classes because we've designed them just for this course. So you don't find them in our online MBA per m or part-time MBA program because they're designed around the language of business. So ultimately what we tried to do in our courses, and this is returning back to our core courses when we teach you operations, e.g. we're going to pull a case from Toyota where you look at the Six Sigma approach that was started at Toyota on how they really drive through an efficient process. And then we'll pull a case from Inner Mountain, which if you look, they have several cases written about how they move, the patient experience and the process, and how they create efficiency and excellence, right? When you think of inner mountain, you think a lot about the quality of the work that they're doing. So what we do, because we don't just teach health care. We teach basic business practices and best business practices and how you apply them to the industry. So in that example of Toyota inner mountain, we take the best business practices from Toyota and then we talk about how is Inner Mountain using them. And then you do a project on your own organization where you take those best business practices, the principles of how they've been used in health care and say, how can I use them in my organization? So actually while you're in the program, you're immediately getting an RO E, I like to call it ROE instead of ROI, or return on education where you're immediately applying what you're learning, which I talk about this a lot, that way of teaching and that way our curriculum is organized really capitalizes on how physicians and learn. So there's been many studies on how do you deliver CMEs effectively for the long-term retention of knowledge and practicing physicians. And what they found is it's not the didactic learning that ensures that you get the practice you need, that you really learn the content you're learning. It's the laying of hands, exactly how you've been trained and so on our program, we're constantly using projects as a way for you to retain and practice that knowledge in the way that learning cycle works as its first, recognizing what you already know, then introducing the new knowledge. Having you apply that knowledge and then reflect on it, which is actually how our whole program is organized with residencies in our quarters and our classes and so forth, is ensuring that you're able to both get the new knowledge, apply it, and then reflect on it so that you retain that knowledge for the long term. And so we use problem-based learning constantly for that application model. You're pulling organization projects from your own organization. You'll be doing team projects where you pull projects from your team members. You do consulting projects throughout where we asked you to work with outside companies providing consulting work for them, which is so amazing in terms of that learning outcome. We're always bringing in experts, speakers, and panelists to say, okay, this is how it's working industry. Let me tell you how we're renovating. Our class in DC that I just mentioned is a perfect example of that. We had 26 speakers and five days talking across the healthcare policy experience. And then of course we use cases. I've already mentioned that a few of them already, but that's, we use a case-based that method as a way to learn. So I mentioned already the like-minded individuals. So our program, again, as I mentioned, the learning experience, the faculty, everything is designed for physicians. So you're in a cohort or a lockstep program where you come in with the same group of physicians at the beginning. And then you take all your coursework together for the 21 months of the program in there. So in Tompkin talk about this. There's so much learning that happens when you come into a room where you already speak the same language and then you're learning a new language together. And so the amazing thing that happens is you're sitting on a team and we use team-based learning. So you're in a team of four to five physicians each. And you change teams every six months throughout the program so that you constantly have that opportunity to learn in a small group setting, learn from others, et cetera, and get that exposure to all different specialties and types of organizations and so forth. But in your teams, you're gunna, you already have an understanding of health care and so you can use what you're learning to solve problems together, right? You can turn to a GI doc for main and say, Okay, well, how are you guys doing this? Because they're state is rather unusual and how they're, they're funding is operating or, or, you know, radiologists in California. And these are some physicians who've come through our program to say, how is it working in your seat? People always like to talk to physicians in Indiana, e.g. under the malpractice, that's the part of Indiana's law. We have a very different malpractice situation here versus Illinois. I mean, those are the conversations we're always having is how is it working for you and how can I use what you know to help me solve my challenges? And that conversation is so powerful and Tom can talk more about that. But a quote here from one of our graduates who I spoke with last week, I'm Chris day who graduated from the class of 2016. He's actually now the president of the board for the physician group that he's part of. And he called me last week just to talk about some coaching that his organization is interested in. But as quote here, my interaction with fellow classmates has been phenomenal. The Kelly School provides an environment that allows for maximum interaction with a variety of physicians, which I think is the best way to learn. We learned as much from each other as we do from the outstanding Kelly professors. And that's really the most powerful thing. We create this pure learning environment where you learn almost as much from each other as you do from the faculty. So there's a bit of an eye chart on the screen, but I know Susie has sent you this document. This is our program of study and it breaks down all the classes with the course descriptions can be found on our website, and this document is also on our website. So I encourage you, you can go on our website and look at what it is every class, what is its learning goal? And then you can also go to the faculty directory and see who is teaching each course and what their background is. Where an incredibly transparent organization we try to make sure that you can know everything you need to know as you're looking through the program. But as you can see here, you typically take two classes at a time for 11 weeks at a time. You've got to lecture series that's running in the background. And then your coaching class starts in the second year, which I'll talk a little bit more about. There's weak lung breaks in-between each quarter that allows you to have some of that time away. And the way that our program is organized is in such a way that you can still take vacations, you can still present at conferences, etc. There's a lot of flexibility around the delivery model, and I'll talk a little bit about that more here in a second. But another great quote about our curriculum, setup, Fortinet azo, who's now the chief she graduated in 2018. She's a Chief Medical Officer here in Indianapolis of the to county hospital here, her quote, the curriculum in the Kelly physician MBA program is unique because it is defined by a clear understanding of the physicians based knowledge. And she goes on to say that a typical student already has basic understanding of finance or accounting. And as physicians, you're smart and hardworking people, but you don't necessarily have that basic business trip training. And she goes on to say initially, I was intimidated to enter an MBA because I didn't know how I catch up at Kelly, helped me get there. All physicians in the program start in the same level and that was key for her. Let's talk a little bit about the applied learning model that we follow even more. And I mentioned you start your executive coaching and the second year of the program. And I know Tom can talk a little bit more about that as he also serves as one of our executive coaches. We really believe in, okay, you're learning this language now, how do you use it to evolve yourself as a leader? An executive coaching is really, I like to explain it. Maybe Tom can help with this too, as really helping you say, alright, how do you navigate the political environment that you're working in? How do you navigate challenging personalities that you're interacting with? How do you bridge the gap between the clinical environment and the administrative environment. It's essentially the question of how do you play well with others in the sandbox? And we give you a coach who essentially becomes your personal consultant in the second year of the program to say, how do you want to utilize the content from here to revolutionize yourself as a physician leader and so you get that partner that helps become your consultant. We also distinctively have a global health care experience and we are the only program that offers a study abroad experience for physicians only that goes abroad and looks at the health care environment outside the US. And at what are best practices in which in healthcare systems outside the US that we might be able to learn from and apply best practices back to the US. We have been to India to look at medical tourism, Malaysia, Singapore, London, or England and France. We just did them in February of this year. Cuba, Italy, Germany, the Czech Republic, the Netherlands, Switzerland. I'm starting to lose track of all of them, but we changed locations every year and give you an opportunity to constantly evolve. And that's a classic continues as an alum. It's open to all of our alumni. So that is once you've started the program, you always get access to that class. We are planning on Japan and South Korea next year, not North Korea. That would be really concerning. It would be Seoul and Tokyo. And then the year after, we're hoping to get back to Cuba actually where the health care system is something to be seen. So that's an opportunity in the class, That's an elective. So do not require but required as our health care policy experience, which I already mentioned, which is an immersion at the end of the program in the conversation of health care policy and where the physician voice can better be inserted in the policy, which is the most important part. Because if currently it's so fun, we spend the week and so many of our speakers are like, well the AMA and I would ask for those of you here on the call with us today. Like how many of you are actively members of the AMA or our lobbying at AMA. And so what's interesting is DC is listening to AMA, which many of you have your own associations, which are more representing your voice. And so that's one of the things we talked about. We do have a speaker series that runs throughout the program. We bring in major speakers from across the industry. Most recently was Dr. Connie Mariano, who is White House Chief White House physician, Navy officer, and an incredible woman who's had quite the career as a physician leader. So we bring in examples such as at all throughout the year, we do have a class on career and professional management that teaches you how to leverage your degree in your career. So that's everything from working with the health care recruiter to developing your executive resume, leveraging LinkedIn, etc. And throughout it all we offer you CME credits. You earn those every quarter, which is important because that allows you to reroute your CME dollars to pay for tuition in the program, which can help defray the cost. But also it's just efficient to you get so many CME hours while you're in the program and allows you to sort of have that box checked while you're in the program. So a great quote here because I love to tell the story of our alumni, Holly Robinson who graduated in 2018, who is a pediatrician who went on while she was in the program, actually took a role at Eli Lilly, which is She's one of many who've, who've moved into the pharma side or Lily specifically, which is headquartered here in Indianapolis. So it's a great relationship we have. But her quote, The Kelly physician MBA program empowers you to get involved because you realize there's so much change that needs to occur in a lot of that, it's at the policy level. She's amazed at how many different opportunities I was exposed to during the program and our quote, combining my medical background with a deeper understanding of how health care fits together certainly makes her more confident in the new roles she's taken on. So to talk a little bit more about our delivery model before I turn it over to Dr. sweeter to talk more. As I mentioned, it's a program designed for physicians and it's really designed around your time commitment. So we have monthly residency sessions here in Indianapolis where you do that applying model, right? So when you're looking back at the learning model for physician learning, you want that opportunity to apply, which we do that in the in-person components. So those are two days a month, one weekend a month. It's a Friday, Saturday all day. So Fridays, 08:00 A.M. to 07:00 P.M. Saturday, 745 before 15th. Those dates are already published on our website. So you can plan ahead. We're actually plan two years ahead at a minimum. So you can find those dates. And typically our docs fly in Thursday night and fly back out Saturday night. And so it's very easy to get flights into Indianapolis at those times, Indianapolis is one of the top rated airports in the country, so it's very convenient to come in and out. And then when you're not here in Indianapolis for those two days a month, you're online, which it's asynchronous. So that means you don't have to login live at any point in time. You can. Our faculty will often have a weekly Zoom session which you can login to ask questions, get a lecture, they check in with your team, et cetera. But if you aren't able to attend, that's always recorded. So you can watch it on your own schedule and you can expect and these are self-reported hours from our physicians. So these are real hours, about ten to 14 h a week in that online component. And you're doing readings and case studies. And obviously you've got team projects that you're doing is you're meeting with your team. So there's a lot of interactivity in that period of time. It's not, as many say like it's not a lecture series. You're very much engaged, which is why you come to a program like this. You're learning a language that you're gonna be practicing. You do have something deliverable most weeks. Now, let's talk about what a class looks like. On average, our class is somewhere around 40 to 45 physicians. We have about 15 states represented in a cohort. Average age is about 44, average user experience is about 14 years experienced postal residencies and it's very diverse, will have a lot of different organizations represented, a lot of different specialties. And I always say I put this up here with a big, huge asterisked because these are averages. So we'll have physicians who range from a few years out of residency because we require three years experience post residency up until mid 60s and higher because they're looking to move into other roles and getting their MBA for that purpose. So when you look and you're like, I'm not at the average, That's great. We are looking for as diverse a cohort as we possibly can. So one quote before we move forward, and I turn it over to Tom to talk more about his experience. A great quote here from Dr. Rocky saying who graduated in our very first cohort. And he's a regional CMO for a large healthcare system here in Indiana. In his quote, and I just love it to become a good supervisor. You have to understand yourself, your leadership style, how you operate, and where your own blind spots are. The physician MBA gives you more perspective about the gaps in your repertoire to identify what you are missing. Are you the type who subscribes to servant leadership? You may have blind spots and accountability as you try to do good for others. Is that really helping your team? That what the physician MBA helps you identify? So on that note, I'd like to turn it over to Dr. Thompson's leader who graduated in the Class of 2021. He's a physician executive and cardiologist here with Ascension. Tom, thanks for being here today. Thanks Susanna for that nice and your production, and I appreciate the opportunity to be with you all today. I would imagine, I'm like most of you. I'm a clinician at heart. And I came to Kelly because I'm having trouble in my other roles. Quite honestly, I was happy with the clinical work I was doing and was being tasked with more roles that I was finding that I was struggling with. I didn't know how to run a team outside of the clinical realm. I didn't know what my strengths and weaknesses were. And so eventually I got hooked up with some other people helping run a team. And these are all people who understood how to analyze problems. These were people who understood how to run a team and how not to micromanage and how to study a problem and get to what we needed to get to. And I asked them, point blank, how did how did you figure all this out? How are you such a good leader? What am I missing? And they were very simple. They said this is the skills that are learned in MBA school. And you should think about doing that if you want to become a better leader. And so I started looking around. There's my goal to make healthcare better for all the choices easy for me. I'm based in Indianapolis. But as I looked at different programs throughout the country, I was so happy with what I you Kelly had to offer. I've never regretted it. I'm one of those people who is one of the arguably the best professional decision I've made in my life. Why is that? The first part of the curriculum is really basic, right? The idea of alerting accounting, the idea of learning finance and microeconomics and macroeconomics. And I knew very little of that coming in. I was not an expert on this at all. Now. I'm not an accountant now, I'm not an economist. But I'm somebody who can go into a room and listen to other people talk about this and help guide decision-making. Ask the right questions. Say, Jeez, this doesn't make sense based on kind of what I'm seeing helped me understand this better. I can sell this if necessary. I can guide strategy and operations as we move forward. I'm part of a team to help people move forward. As I said, the first year is more of the basics that Susanna talked about, economics, finance, marketing, accounting, things like that. You are going to be in a room full of people who don't know a whole lot about that. She's talked about Reed Smith, your first professor and accountant. Read, walks you through this in a way that makes complete sense, that is very easy and straightforward and it's understandable. I was so surprised on the ease of learning comparative do what I thought and medical school was like. And then as you start your second year, you start more of a problem-based learning, a leadership track, if you would, taking, taking team's, learning more about individual types of things that you want to learn about. And then growing with a team and tackling bigger projects either in your own facility or system, are working in others. And I can't tell you how integral that was. To me. Both the nuts and bolts of first-year growth in the second year in making, allowing me to become a leader that I wish to be, allowing me to be less burned out, allowing me to be less frustrated and understand why decisions were being made at times and even does decisions I didn't agree with. And there are them there are a lot of those still in health care, no doubt about it, but I can now have some understanding why those are being made and trying to influence them the way I wish to influence that. Because if you're like me, as you go along in your leadership, you're going to get out of your level of expertise. That's where I started to struggle, right. I'm a cardiologist, a heart failure guy at heart and I had great success with a team running our advanced heart failure program or bad transplant program. And I was rewarded by getting things that I knew nothing about. I tried to micro manage all these things. I tried to become a content expert in these things. And that's not leadership. That's the exact opposite of leadership. And that's what I learned at Kelly. I learnt how do you get out of your comfort zone? How do you trust the team? How do I build a team that plays in my strengths, but more importantly, plays my weaknesses. What don't I know? And what do I struggle with? I want to improve on those things and you, Kelly has certainly helped me with that. But how do I become a better leader and build this team that allows us to accomplish the goals that we set out to accomplish. The faculty here is unbelievable. To this day. I still engage with the faculty here when I need assistance. They are all supportive. They are here to help you. They're not, it's not the other way around. They are not trying to weed people out. This is not medical school. Everybody is expected to graduate. We get grades. I can't tell you what my grades were. I assume they're straight A's. I've never looked because they never really seemed all that important to me with a teaching style. It was more knowledge the first year and talked, and we talked about Susanna, I think, outlined very well about the time sync. The professors are there to help with that. There are times when maybe a one-week I was rounding in the hospital and didn't have as much time to devote to my studies or maybe a project called the professor and tell them this week, we'd work on a strategy to overcome that the next week, nobody ever left me behind. No one ever felt me, made me feel bad for my clinical or family responsibilities. Are busy guy. I love to clinical practice. I love my administrative practice, but I also love my family. I never felt pinched. I always felt like I had enough time to accomplish things. That was a pretty good budget. Her I was more of an early morning kinda steadier for for lack of a better term, That's what work with my schedule. But the majority of people that I've worked with and the program had no problem budgeting their time and moving forward despite their busy clinical and personal lives. This is where you get to learn how to build your own team. And certainly teams that work are important. But I built a leadership team that helps me outside of the people I work with every day. Suzanne is part of it. The person who's speaking here. This is someone I contact on a regular basis. I still meet with on a regular basis. Why? Because she helps me. She helps me either through contacts at kelly of people who might be able to assist me with a project. And I've done that project before, but she's a wonderful sounding board. There are professors still in this program. The person who teaches Lean Six Sigma, I contact her all the time saying, Hey, listen, we're doing a project. I'm here, I want to get here and we're all kinda stuck. What do you suggest? One or two ideas and boom, we're off and running there. That is such a big part of who I am now it's part of the competence I have knowing that that's in my back pocket. And lastly, the people who I worked with parked my cohort, the class, the class of 40 other people. And for me, those are people I still reach out to regularly. They may not be cardiology them back. Most of them are they may be CMO out in Seattle, which is one of my colleagues who graduated with it may be the head of breast cancer surgery here in town. I may not I may have clinical questions, but I want to know how they solve this problem if they're dealing with readmissions and social determinants, the social health. How did they solve that in Seattle? I know what we're doing here in Indianapolis, but it's not working. What did you do that let me steal your real Kelly taught me that I don't need to reinvent everything. I don't need to have all this fall on me. I can use other and so if I can use your wheel that you've already invented, lifts deal, and let's give you plenty credit for it. It made me feel we talked in Susanna showed in slide right there about the time commitment when you're in Indianapolis and that looks daunting, right? We're talking a 12-hour day on Friday. We're talking 9.10 hour and Saturday is near and you're probably, if you're like me, you were a little overwhelmed by that. Really. Geez, I'm already working my tail off. I already have other responsibilities and now I have to carve out that. And a lot of time there is no doubt that we can as busy that we can became a respite for me that weekend with how I cared burnout that weekend was hanging around with for the other leg physicians who are feeling the same way I was feeling. And we all came up with solutions together. It was rejuvenating. I know that sounds really strange. Trust me on this. That time you spend in Indianapolis with your own cohort, your own classmates who are going through what you're going through. It is unbelievable. It refreshes you and rejuvenate you. And I can't can't speak about this enough. The nuts and bolts of why you're here. Everything is taken care of breakfast, lunch, and snacks, anything you want to eat or drink. I know it sounds silly. You don't need to bring a thing. They take care of everything you need. And I didn't believe it myself until I drink enough coffee to make me sick one day, it's, it's delightful. They really take care of you here. I thought what Suzanna said about 12 to 14 h a week is very accurate. It's very doable though. This isn't medical school. That was hard for me to process at first because we're so used to kinda how we're trained in medical school. A lot of rote memorization, a lot of kind of agonizing over facts and details and things like that. If you're reading, you're reading for a five-page paper that takes you half an hour to read for big ideas and content and not memorization. If you're working on a class project, it's really getting your ideas on a piece of paper and submitted it or responding to other people in your classes who have ideas and a professor that's facilitating that conversation is protein you to think outside the box and it's a different way of thinking. It's a different method. So it's not sitting down and memorizing. It's quite enjoyable to be quite honest. And I know it sounds difficult if you haven't done finance or accounting or, or macroeconomics, just think this is enjoyable. But it really is, I think so differently about financial and legal and economic problems than I ever did before because I have the wherewithal to do it now. First year, as I said, is all nuts and bolts very focused on not only phi, either by keeping a broken record, your finance and accounting and things like that, but how to apply that, right? It's just not the rote memorization is how does this work? Let's take a project you're working on where you work and apply this and move forward. The second year really becomes intensive with that and really trying to be more at more how do we build a team? How does your team saw proud everything in your second year really is based on a four or five person team that you work and then present information to a group together. Very beneficial. Susanna mentioned the coaching. I can't speak enough about how important it is to have someone in on your side who you can really build a leadership track one-on-one with. I was given a leadership course here at at Keller's, lucky enough to have one before I got to throw it through my work. And they've been instrumental with me and becoming a better leader. Having someone you can talk to and say, this is where I want to go and this is where my struggles are. How do I get through these struggles? Why am I struggling or, or why aren't getting more I want to be or if I am where I want to be, why I'm more satisfied? Why isn't this what I hoped it to be? These are issues you can bring up with your coach. I liked it so much. I think it's so important that I became a couch. I get to coach a group, a handful, six to, six to eight physicians a year in the second year I do some of this now with my system I work in. I love it. It is something that rejuvenate and refreshes me and I'm able to pay back. But I was so really given at IU Kelly to others too that I mentioned the ovary street overseas trip. This was mind-blowing to me. This helped my career in so many different ways. I've been to Singapore and Malaysia. The way Singapore treats social determinants of health is mind-blowing. Way they fund their elderly care and do things that may or may not work in our country. But just to think that way, I mean, for instance, they subsidize people to live closer to their parents. So if you live within a three mile radius of your parents, your rent, which is usually government controlled, it is assisted with. So not a lot of people in nursing homes. There's playgrounds and things like that bill to every small community. So everybody can go and your neighbors are charged to check on you if you're not there for a day or two because something is wrong. Obviously a little different feel to that. But I never thought of doing those things are never thought of how a community can really be responsible for other care of people who lack it. So silly to think that I hadn't thought of that before. I'd be the first one to say, it really opened my eyes and culturally it was so amazing to see how different cultures of the world exist and move forward in their health care. And outside of health care, it was it was for, for this person and it's a midwestern or who has been raised and certainly blinded by certain things. So it was, it was an experience that I can't I can't say enough of and I can't wait to go to Japan and South Korea next year. Although I know Susanna very, very well, I wouldn't be surprised as you got it opened in North Korea for us, I doubt that truly happens, but she's pretty resourceful, so, but South Korea and Japan sound fantastic. Lastly, I'll leave you with a couple of different things. First of all, my education hasn't stopped. I call, as I said before, I call on the faculty without any equivocation, I get a call back. They are overjoyed to help me. And I frequently get calls for them to try and assist the other students. I'm overjoyed help. I call on my, my classmates all the time. I contact people within the network who don't know me. There's a strong network of IU and alumni who've been through this program. I've looked at certain jobs outside of healthcare, consulting eggs. I'm Susanna was kind enough to set me up with them and say, Let's talk about that. Let's see what the job really is. I didn't take those jobs because I found out it wasn't for me. But thank goodness I had that insight. Thanks. Thank goodness I had the insight of others. It tell me about that as a team I never would've never would have had before. This is allowed me to produce some different things that I feel comfortable with. And that's what I'll actually leave you with three things. I gotten those from Kelly Is it may be a lot more comfortable. They made me a lot more credible and it made me a lot more competent. The three C's when I walk into a room with others. And then whether there's the CFO or COO. I'm not an accountant, but I have instant credibility with those letters after my name. They know I've been trained and they know that I can have a discussion with them to allow them to reach their goals. Here's the issues we're dealing with. Budgetary standpoint. Here's your clinical or your programs, these doctors leader, how can we bridge that gap? Or how can we say this is our first priority and this is our second priority. Important things right now when we're talking about a scarcity of resources, right? I am comfortable. I am far more comfortable than ever been because I realized that I don't have to come up with all the answers. That's what that's the person I was before I came into this program, I thought I was a person who is part of an initiative, who would have thought everything about the initiative and had to come up with answers right away. Otherwise, I was failing. Man, I learned pretty quickly in this program that we need to study the problem a lot more than we need to study solutions. And I need to be part of a team that I can assist study these problems and solutions, but I don't have to come up with them on my own. That was a phase change of me that to this day is impacted my life in a way that I never would have dreamed up. I say it all the time. I'm a much better leader because of Kelly, but I'm also a much better Dr. physician, as I just said right there. Parent and husband because of my MBA training and I never ever ever thought out ever say anything like that. With that, I'm going to stop. Suzanne. I will take your questions or comments or anything that you have. We'll get into the Chat, my contact information and if I can be of any service to you trying to make the right decision on your next stage in your career. Please don't hesitate to contact me. I'm overjoyed to help tom. I just have to say I don't know everybody who's listening feels the same way, but thank you for inspiring me again today, you aren't constant source of inspiration with the thoughts that you have. So I wanted to open it up at the bottom of your screen. We're using the webinar format of Zoom. So it might be a little different for all of you who are attending. You'll see at the bottom Q&A or chat, ask any questions you might have at the bottom there. Tom, we already have a question that I know is one that I love to talk about because it's really important. And that is accessibility of the program in terms of cost. How do you make this affordable? Know, how does a physician, especially, and I know you're sensitive this because this was something that I have a daughter going to college this fall when you're paying tuition or maybe still even paying student loans, How do you make this affordable? And I'll start with some nuts and bolts on this and then can toss it to you Tom for those answers. But to answer the physician that asked the question about cost on the screen here, this is what the cost cover. So if you go to our tuition and fees, it's not just instruction, but the technology, all your support. The awesome meals and snacks that Tom mentioned, the executive coaching, career coaching lecture series, networking events. We have something happening every single Friday that you're here. All your CME administration, your primers, which we do primers before you start on Microsoft Excel in Canvas and so forth. So right now we recommend you budget approximately right around 90,000 for the total. And I just want to put a pin on that first. Second, if you do research and you look at top ranked Executive MBA programs, which that will be what we are. You're going to find the average cost across the US is closer to 165,000. So we are priced recognizing our market in the sense that that's where sensitive to the life, the life choices physician makes. It means you've laid income, which means your investments are lower, all of those things, so we don't charge at that same rate. But if you're traveling from a distance, we do recommend a seven to $10,000 in terms of travel costs. And then on the screen here I have a couple of options to think about how do you pay for this? So obviously we offer will take your money however you want to give it to us is after now I say so we'll take it however. But if you are traveling from a distance, we do offer scholarships that help with that cost. You can certainly take financing options. But the thing is I want to talk about in specific as things that you have the ability to get, obviously your CME funding. So look at that as a first choice and we fall over three calendar years. So that means you can use three years of CME funding and then your tuition reimbursement. So employers typically have some kind of tuition reimbursement. It's like $2,500 a year so that it falls under taxes. But again, moreover, three calendar years. So you look to that. But thirdly, the place that's not on the screen here that I know Tom can talk about is asking your employer for help. They should actually. So one of the things I often talk about is as a part of this program. And Tom, I know you can talk about this too. You become a consultant to your own organization. So every team project you're doing, every single individual projects you're doing, your organization is profiting off of that. And we have a great sort of talking points on our website about this. That you become your own organizations consultant and they should partner with you for this program. So I wanted to toss out to you, Tom, what are some insights you might have about having the perimeter accessible or talking with your employer about becoming the partner and paying for it. First of all, everything you said about the CME being spread over three years and in tuition reimbursement is so, so important, but that extra year gives you, it gives you advantages to the funding that you probably already have. But Susannah's point on you're going to become you already are a leader. If you're in here, you're already earlier, I'm sure that's already recognized by either your system, your hospital, or whatever setting you work at. I would be very forthright and open with the people you're working at and telling that we were embarking on this journey, your parking on this journey to help them. And you're going to make a sizable investment in yourself. And you would like them to make a sizable investment in you. If they already have programs set up for that, That's easy, right? I'm most dump it. They do and they say, yep, we got this here is X amount of money for each year. Fantastic. If they don't. Most of those places are looking for physician leaders and looking helped to help to develop physician leaders. And you can go to them and say, listen, how do we build a program together? Why I'm the first person that's going to get assistance. But we can use me as a case study and moving forward to say, listen, we need leaders and in fact, we believe in leadership so much we're going to help train you to get you assistance. And here's what physicians can get as part of an assistant package. And we've seen people, it can be very successful with that. We've seen people, We're systems don't have that in place yet, but they want physician leaders and say, how do we bridge the gap? Here's how you bridge that gap. You want more liters, sponsored them, help do differ their tuition and allow them to move forward. And that's pretty safe as argument that you can make. And we, as someone who's made that before, we can help you craft that, if that's something you wish to explore. I couldn't agree more. And in fact, that's a conversation I love to help with. So if you need help, call me, I would love to make that argument together. But there's also a reality that not all, you know, in some ways we're still sadly ahead of the bell curve, right? In terms of there are not systems that are totally excited about physicians getting an MBA because that means they're not making as much money treating patients, right? So there's some of those cultural pieces that you have to navigate. And we love to be part of that conversation because ultimately this program is trying to affect cultural change on a very large scale. And so ask us for help. That's what we're here for, and that's what we love to do. So other questions again at the bottom, Q&A or chat, use either one of those functions to ask questions. Tom, your your conversation was so comprehensive and I adore it so much for the fact that like, as I'm thinking about ways in which we can help people who might have questions that we may not have a lot because you've done such a great job covering it. But one thing that I'd love to get back to that you were starting to talk about when you think about some of the projects that you did or the projects that were done in your classroom, or do any of them immediately come to mind or project you've done since you graduated where you're like, I this was the ripple. We were talking in a meeting earlier. Like this program has a ripple effect, right? Where you dropped the stone in the water and you start to see it. Is there anything that immediately comes to mind for you that you're like that was a ripple effect that I know I had. Oh, that's easy. The first project I did, the first project that we were part of a team was working with hell Homer for refrigeration. And if you have a blood bank, if you have any, if you're in any setting, What's any medical setting whatsoever? I will guarantee you they have a palmar refrigerator. It is it's based in Indianapolis. The factory is there. The leadership of palmar are all not the physician program, but they're all IU kelly graduates. And we literally it's an a town about 20 min from downtown. We took a bus and went out there on a Friday afternoon and presentations. Everybody from the CEO to people in the factory. It was our job as a group, as a group of five of us were split off in different groups, was to come up with something that could assist their business. And they have different military type of things in different hospital type of things and different equipment for everything. And we dug deep and we came up with a solution that became part of a tenant of a different solution for them. I don't want to make it sound like we developed a new product far from it. But we were able to kind of dig into the military needs. We'd have two people who have military backgrounds and my team, and this was near and dear to them. We're able to come up with a concept with the idea of something a little bit more portable to the field in a way that they were thinking about but hadn't quite thought about it from a medical standpoint. And it was very exciting to be able to have that conversation. And then walk out to the floor and have them say, Okay, that's a really good idea. Here's where this would be built and here's where you're going to have to come up with a better idea for this aspect or this aspect, because that's going to create a bottleneck for us. And a big bottleneck happens on this floor. We can get that accomplished. So go back to the drawing board and come back here in six weeks. And we're gonna give you an advisor from the faculty to work on this. I'd never done anything like that before. I've never been a part of anything like that before. And even though I'm not doing that now, that opened up a wide array of thinking about different problems from different mechanism. If you want to use the term outside the box, that's fine. But it was a different way of thinking. That was that was the first thing and I can keep going on. There are projects we worked on. I can think of four or five that were my own that were here where I'm working that we made a difference or work my own or a completely different problem and a completely different system. But I took away so much from that, whether that was trying to reduce scheduling error is for people getting into the catheterization lab, which is done in my done in one of our Colleagues, health systems here in town versus trying to build a hydration IV mobile site as well. We did we did a pro forma and did it from the nuts and bolts and things like that. Something that's commonplace nowadays but wasn't commonplace three or four years ago. Just interesting things that I not only were passionate about outside of my realm of expertise, but learned so much from others, my colleagues and the professors who were helping teach us. And I knew you had several examples, but it's just that I mean, you ultimately you just spoke to what I talked about earlier, like taking the best business practices and being able to say, how do I utilize these on a daily basis. Now refrigerators are a key component like we have to talk about the whole delivery of health care. So that's really positive. Well, I'm sensitive to time and I'm not seeing other questions, but I know Susie has already, which I failed to introduce, Susie caliber and Chris McDevitt who are here in the room with us supporting our event this afternoon. And many of you have heard from Susie as well as Jim, who's backing behind the scenes, making us all look great. But I know Susie has already put in the chat Tom's e-mail. Thank you Tom for sharing that and being so accessible. So if there's questions you have or if you're watching the recording so you can send you his email with the recording if you can't see the chat so that you can ask him any follow-up questions you might have for myself. But any closing thoughts, Tom, before we close off and everybody heads back to work, which I know is where you need to head back any closing thoughts or words of advice? Best decision I made professional. Who's coming to Kelly? I don't regret it at all. The investment I made has paid off in so many different ways. But I tell you I was Susanna will tell you I wasn't burned off that position when I showed up here, I was incredible, burned out. I was incredibly frustrated. I wanted to make a difference in health care so badly. I have a background with a disabled daughter who went through it and I saw what you all see firsthand and how difficult healthcare is to assess. And I was so frustrated I was I was literally probably one of the angry as people you'd ever made. I'm not that way anymore. And the reason it is is because they came to Kelly and got education, how to become a better leader. And I will I will always check your life so I can't speak highly enough about yeah. And you've just inspired me to go back to my office and do what I can to keep helping physicians like you'd make a difference. So thank you Tom for that and thank you all for joining us today. It's been a pleasure to chat with you, tell us to tell you more about this program that we are so excited about being a part of the conversation, um, and please look forward to more information from us. Our application deadline is the 15th of July is our drop date. We encourage you to get it to us by the 1st of July, if possible, to start this August. So we look forward to seeing you in our classrooms. Thank you all for your time.