How do you keep the profitability engine running with all of these things that you’re clearly doing much better than the traditional system? TV: As a care provider, the biggest part of your cost of goods sold is your care team and your operations. We’ll get that implemented in an agile fashion.” Because of this our care team feels like they own the end-user experience, and that’s all because of our technology stack. Using the combination of Elation and XOP, our doctor can say “I really wish that I was able to plug in this health screener in the middle of my conversation in the app with my member” and we can just say “Oh, that’s a great suggestion doctor. We also have built our own proprietary platform called XOP (Crossover Platform). If a care organization is using Epic, they can’t say “I don’t like this flow” because the vendor most likely can’t do anything about it. JH: We use Elation as our EMR, which has open APIs and is very customizable. Rik Renard (RR): How is your tech infrastructure built to support your care team? These are people who came from Grubhub, Uber, and Samsung - people with a lot of experience in design that have spent an extensive amount of time doing user research, shadowing the provider, and then customizing our technology around our care teams’ needs. Our clinicians are not billing, they don’t have to spend time at night making sure the CPT codes are right for submission to claims because our business model doesn’t require this, which is a huge benefit.Īdditionally, we also have a design team that is built around human-centered design. And that’s the difference with Crossover. He got a bonus last year because his panel size exceeded +3,000 patients, which is exemplary of everything that’s wrong with the US healthcare system. A friend of mine is a doctor and each night he spends hours and hours coding in Epic while he’s at home. Our teams are working together daily in a huddle-type model, discussing individual patients and collaboratively deciding what care plan they will set out for each and every one.Īll of these things have helped us reduce burnout and get physicians excited to work for Crossover. If a patient comes in with knee pain they can just go down the hall and schedule physical therapy. Our providers have a full team that they can rely on. This means our clinicians are not in isolation in the exam room by themselves with one nurse to support them. We strive for our primary care providers to manage a panel size 1,500 or smaller, which allows them to have time to provide excellent care.īesides that, we highly focus on building interdisciplinary teams where everyone can work at the top of their license. Our clients are not paying per visit, they’re paying to manage a population and because of that our panel sizes are much smaller than others in the United States. The second point is that our business model is not based on a transactional, visit-based model. We don’t have contractors that work for other digital health companies, which helps get people aligned from day one on providing care the Crossover way. As such, the first important point to make is that all our providers are full-time employees. Joel Haugen (JH): Our care model is definitely what sets Crossover Health apart, and the focus of our medical group on delivering health outcomes. How do you balance their time with other relevant activities and then with regard to burnout, for example? Thomas Vande Casteele (TV): Tell us about Crossover Health and the foundation of your care delivery model - your integrated medical team. Prior to Crossover, Joel worked for 15 years at Optum where he led product strategy for the provider market, inclusive of health systems, laboratories, medical groups and ancillary providers. For this article, we interviewed Joel Haugen, Chief Product Officer at Crossover Health, a leader in delivering value-based, hybrid care.
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