Key Takeaways
- Prioritize patient-centered outcomes and operational efficiency to successfully transition from fee-for-service to value-based care models.
In the rapidly evolving landscape of U.S. healthcare, value-based care has become more than just an industry buzzword—it’s a critical framework for transforming how care is delivered, measured, and reimbursed. Yet, for many executives, clinicians, and patients alike, the concept remains mired in confusion, skepticism, and operational challenges. Why does value-based care matter now? Because with rising costs, increasing patient expectations, and a pressing need for better outcomes, organizations that can implement value-based strategies are poised to lead—not just follow—the next era of American healthcare.
That’s precisely why the story of Nancy Edwards, MBA, MHA, Founder & CEO of Edwards Value Based Healthcare, LLC, is both timely and essential. In this exclusive conversation, Nancy pulls back the curtain on what it takes to launch a value-based healthcare consulting firm in today’s climate, dispels persistent myths about value-based care, and offers a candid, pragmatic vision for aligning outcomes with what really matters: the patient. Whether you’re a senior executive, an early-career professional, or a student charting your path, Nancy’s insights make clear that value-based care isn’t just a policy—it’s a calling.
How does a childhood curiosity for science shape a career in healthcare leadership? For Nancy Edwards, it was the foundation of a lifelong journey.
Nancy’s early life in Decatur, Alabama, set the stage: “When other kids were playing with more traditional toys, I had a microscope and a chemistry set,” she shares. Driven by a fascination with science, Nancy majored in biology at Vanderbilt, setting her sights on medical school. Yet, she quickly discovered that a rigid lab-focused curriculum could lead to “medical students that were exhausted by the time they got to medical school.”
Recognizing the unsustainable trajectory, a friend proposed a pivot: Why not pursue the business side of medicine? Nancy did just that, graduating with a biology degree and completing her MBA—an unconventional but, as it turns out, prescient move. “That’s what I’ve always done… I’ve been fortunate enough to be in the management development program for several very large Pharma medical companies.”
But as the industry grew more complex, Nancy realized that an MBA alone wouldn’t suffice. “Healthcare was becoming too specialized… so I decided to go to George Washington and get an MHA,” she recalls. The combination of clinical insight, management acumen, and a thirst for continuous learning would define her approach—and later, her company.
What motivated Nancy Edwards to start Edwards Value Based Healthcare, LLC in late 2023? The answer is equal parts ambition, timing, and mission.
“I had always wanted to have a healthcare consulting firm, and so I decided now was as good a time as any to start the firm,” Nancy reflects. Despite only launching Edwards Value Based Healthcare, LLC in December, Nancy has already experienced a groundswell of support: “I’ve been so touched by the number of people that have reached out to me… about how can I help?”
Nancy’s consulting model is distinctive. Rather than confining her focus, she’s built a firm with two synergistic arms:
Value-Based Healthcare Certification & Consulting: Through partnerships like The Decision Institute and the Value Based Healthcare Center of Europe, Nancy offers Yellow and Green Belt training and consulting services, leveraging Michael Porter’s frameworks but advancing them with implementation-focused methodologies.
Medical Education and Industry Collaboration: Drawing on decades of experience in medical sales, marketing, and key opinion leader (KOL) management, Nancy’s second practice arm helps organizations strengthen medical education, society relationships, and industry-academic collaboration.
This two-pronged approach, she admits, is “very unusual… a lot of people are like, what, are you crazy? You can’t have a business that has two separate arms that way.” But for Nancy, it’s a necessary response to a complex, multifaceted industry.
What exactly is value-based healthcare—and why is it so misunderstood in the U.S.? Nancy doesn’t mince words: “There are so many different ideas about what value-based healthcare is, and so many of them have such negative connotations.”
For providers, it can evoke fears of “working harder for less reimbursement”; for patients, “they don’t have the access to care they’d like.” The narrative, she notes, is often fragmented and fraught with distrust.
Nancy’s definition is refreshingly direct: “Value-based healthcare is healthcare that focuses on outcomes that matter to the patient and their families… How can we design an efficient and effective system to deliver that care so that the outcomes are better and the cost is lower?”
Key features of Nancy’s approach to value-based healthcare:
Patient-centered outcomes: Prioritizing what patients and families care about most, not just what is easiest to measure.
Implementation frameworks: Utilizing proven methodologies (like those from the Decision Institute) that translate theory into practice—complete with certification for practitioners.
Integrated teams: Fostering collaboration across the continuum of care, not isolated episodes.
Does value-based care actually risk worsening patient care, as some fear? Nancy is clear: “When value-based healthcare is done correctly, it can deliver better outcomes and lower cost.”
She acknowledges, though, that transitions can be bumpy. Sometimes, introducing a value-based model—especially at the start—means adding team members or steps that “might initially raise your cost of care while you’re improving your outcomes.” But, she insists, the right systems will identify and eliminate inefficiencies over time, ultimately “course correcting so you get everything back on the right track.”
The essential ingredient? True collaboration. “If people are committed to working together… ideally, that’s what should result: better outcomes and lower cost.”
Where should payers (insurers) fit in the value-based healthcare journey? In Nancy’s view, U.S. healthcare has long struggled with this question.
Historically, providers and clinical teams developed new care models and approached payers only after proving better outcomes and cost savings. However, “more and more I’m hearing that the payers should be at the table earlier or at the beginning of the process.”
Why? Because waiting until after a new program is established often leads to payer rejection and stymied innovation. Nancy shares, “If they had involved payers earlier in the discussion… everybody could have been on the same page sooner.”
That said, she’s candid about the administrative burdens of earlier payer involvement—especially regarding paperwork and authorizations: “People are providing great care, but they didn’t do it according to the way they should have done it per the payer… That’s been one of the major issues.”
Nancy is optimistic that technology—including AI—can help bridge this gap by reducing documentation burden and streamlining approval processes. But the bottom line: payer-provider collaboration is essential, and the optimal timing is moving upstream.
How can healthcare leaders accelerate the shift toward effective value-based care? Nancy identifies three actionable priorities:
Education and Alignment: “One of the things I’m really committed to is doing as much education as I possibly can about what is value-based healthcare—the true definition and how it should work.” Nancy urges more conversations at ACHE, HFMA, and similar forums to build consensus and share best practices.
Technology Integration: While remote patient monitoring and AI hold promise, Nancy warns: “If you’re going to incorporate it, you need to do something with it… you need to incorporate it into your clinical care.” Information alone isn’t enough; actionable insights and governance are essential.
Stronger Governance: Healthcare systems must establish robust oversight for new technologies and practices to ensure responsible, effective use.
She summarizes, “The systems are beginning to realize that they really need early in the process some governance around these things… so we use technology responsibly and effectively.”
How can medical education and industry collaboration drive value-based care? For Nancy, this is both a personal passion and a professional imperative.
Her early experiences in teaching institutions fostered a deep respect for clinicians: “It really fostered my love for interacting with clinicians and understanding what they do and how they do it.” This led her to champion collaborations where clinicians, KOLs, and industry partners share research, disseminate innovation, and improve products through robust feedback loops.
Nancy believes that medical societies play a pivotal role: “By facilitating the interactions among the clinicians to stimulate improved care… working with industry to support the industry resources that can be provided in that area.”
For healthcare executives and educators, the lesson is clear:
Build authentic partnerships with clinicians and societies.
Invest in continuous professional development and evidence-based practice.
Support investigator-initiated trials and education that empowers practitioners at every level.
Do sales incentives undermine the integrity of patient care? Nancy’s answer is pragmatic and experience-based.
“I’ve never looked at it that way… there are people, without a doubt, that are in the industry to make a lot of money,” she concedes. But those driven solely by financial gain rarely last: “If your motivation is not to support the clinicians and the patients to give better care and have better outcomes, then you usually don’t last in the industry.” Clinicians, she observes, are savvy and demand partners who share their commitment to outcomes.
What sustains trust in these relationships? Nancy argues for authenticity: “You have to develop authentic relationships… you really have to earn it when you’re on the industry side.” She’s clear that patient trust is foundational, and transparency is non-negotiable.
Should only clinicians direct clinical operations, or is there room for non-clinical leaders? Nancy champions a multidisciplinary approach.
“One of the things that we really haven’t touched on yet with true value-based healthcare is that you do have an integrated practice unit… so obviously, clinical operations is something that is very strong in that delivery chain.”
She continues, “Someone with strong clinical operations that’s not clinical, if they have that operations expertise and they’re working as a team with the other clinicians… it’s really all about the team working together.”
The key: leverage each team member’s strengths, promote knowledge-sharing, and resist the urge to become a “jack of all trades.” “It’s important for someone to be a master of one thing and someone else to focus on being a master of another and working together.”
How does Nancy Edwards measure success for Edwards Value Based Healthcare, LLC? It’s about lasting impact, not just revenue or accolades.
Nancy’s benchmark is clear: “My goal is really to train as many people as I can on what is—what really is—value-based healthcare… and really have those conversations about how we can all work together.”
She draws energy from connecting with students, clinicians, and executives at conferences and society meetings: “It’s incredibly energizing for me… If I can use my efforts on the value-based healthcare side to do that education and facilitate those conversations, that’ll be successful.”
On the medical education side, her focus is helping organizations “support providing the right clinical information and clinical evidence to their clinicians” and ensuring KOL management drives both improved outcomes and innovation.
Ultimately, Nancy’s motivation is legacy: “I really… want to leave healthcare in a better state than when I started in this industry… it’s really always been my motivation in whatever job I have.”
The U.S. healthcare system’s transition to value-based care is a marathon, not a sprint. Nancy Edwards, MBA, MHA, and Edwards Value Based Healthcare, LLC, remind us that success depends on clarity, collaboration, and a relentless commitment to what matters most: patient outcomes. Whether you’re leading a health system, launching a new program, or preparing for your own Green Belt in value-based healthcare, remember Nancy’s parting wisdom—real progress happens when education, technology, governance, and authentic partnership align.
Actionable Insight:
If you want to drive value-based transformation in your organization, start with these steps:
Clearly define what value-based care means for your context.
Involve payers and key partners early in the process.
Invest in education, not just for clinicians, but for every team member.
Use technology as an enabler—not a replacement—for relationship-driven, outcome-focused care.
Measure success by the conversations you start and the people you empower.
For more insights and expert interviews, subscribe to The American Journal of Healthcare Strategy podcast and stay ahead in the journey toward smarter, more sustainable healthcare.
<p>[Music] hello welcome to the American Journal of healthcare strategy I'm here with Nancy Edwards today Nancy how are you doing today I'm great how are you doing today I'm doing fantastic we might as well just get started uh can you tell me a little bit about yourself and your career yeah so uh I'm from Alabama uh from decada Alabama and all my life I was always what you would call maybe a science nerd you know when other kids were playing with more traditional toys I had a microscope and a chemistry set and things like that so when I decided what I was going to do for my major in college and what I wanted to do for a career um I decided I would be a biology major which automatically back then meant that you were a chemistry minor or physics or math or something like that um and I went to school at Vanderbilt and I wanted to go to medical school uh but when you're a a biology major with chemistry minor all you do is spend time in the lab and you take very little um like more you don't do a diverse curriculum it's all math and science all the time and just the other things that you have to have to graduate so what tended to happen was by the end of the fourth year is that and and this was not limited just a vanderbild it was all the schools at the time so you were having medical students that were exhausted by the time they got to medical school so after the first year of medical school they're like oh do we still want to do this anymore and so one of my friends at the beginning of our fourth year said why don't we do the business side of medicine and we can graduate um you know at the end of our third year uh well actually it was the beginning of the third year where my friend said this and um so we can graduate and then we'll take our fourth year and get an MBA and we'll do the business side of medicine so that's what I've always done um is I've been fortunate enough to be in the management development program for several very large Pharma medical companies and also I spent a lot of my early career in sales in teaching institutions and I was very fortunate to have clinicians that basically understood that I wanted to do a good job for them and I wanted to help them develop new products and improve our current products so they taught me a lot about the clinical aspects of medicine and so um I I was a sales manager after I was a sales rep and then I went into marketing but the longer I was in healthc care the more I realized that an MBA wasn't good enough anymore Healthcare was becoming too specialized and so I decided to go to George Washington and get an mha um and so uh that's kind of led me to my my current path of uh doing Healthcare Consulting yeah that's really cool and from my understanding you also founded uh Edwards value based Health in December so about two months ago is that correct yes I actually did that I had always wanted to have a health care consulting firm and so I decided now was as good a time as any to start the firm and so uh it's been very exciting I I've been so uh touched by the number of people that have reached out to me either people that I already knew or people that are new connections about how can I help I have this expertise can I help you with this expertise um and you and Cole and the people at the American Journal of healthcare strategy reached out and said you know we'd love to interview you we'd love to understand more about what you do and what motivates you and how you do it uh so it's been really fabulous um and I've been able to have um you know contracts with people that I've worked with before and a few new opportunities and a lot of people along the way that have really been very help helpful to me as I start my new Venture just for our audience can you sort of describe this organization I understand it's Healthcare Consulting but sort of what goes into it and what are your goals with this organization yeah so uh my company actually has two separate parts of the business the first is around value based Health Care uh yellow belt and Green Belt certification training uh through the decision Institute in the value based healthc Care Center of Europe and that's a program that's based on Michael Porter and the team from Harvard's um clinical theory on value based Healthcare and what it should be but it also goes one step further to put this Theory into an implementation framework and methodology so when you leave the class you can actually go out and Implement value based healthc care programs in your institution uh so that's one of the things I really like about that program and in addition it has a true certification exam for the green belt so you actually have a green belt um certification and then the other part of the health the the value based Healthcare is that I can also do value based Healthcare Consulting I can tap into the value based Healthcare of Europe Global Network to get experts in all the various areas of value based Healthcare to help with whatever project that I'm working on and then second part of my business is all about using the experience that I've had in the industry uh particularly in medical education uh and key opinion leader management and also Medical Society relationships and medical exhibit management those kind of things so uh the business has two different parts and I and I do have clients on on both sides of the business yeah that's that's really really cool it's very unusual I'll say that a lot of people are like what are you crazy you can't have a business that has two separate arms that way yeah um I guess we can split it up in sort of describing both separate arms so we can begin with value based Healthcare uhuh how you define what value based Healthcare is well you know that's the problem I think in the US is that there are so many different ideas about what value based Health Care is and so many of them have such negative connotations um you know for providers sometimes it means that they're going to work harder for Less reimbursement or you know less Services they're going to be able to provide the patients that the patients actually need and for the patients you know a lot of them feel like maybe they don't have the access to care they'd like they don't have the access to certain Health Care Services um that they think that they need and so um that's why I'm so excited about working in value-based healthcare to get everybody on the same page so the way I Define value based Health Care is to is health care that focuses on outcomes that matter to the patient patients in their families because that's what really matters is what are the outcomes that the patients in the families really care about and how can we design design an efficient and effective Health Care system to deliver that care so that the outcomes are better and the cost is lower so that's what I really want to focus on with my value based health care training and with my Consulting I know you mentioned some issues from like the patient side and all that do you agree with any of these La do you believe um value based Healthcare might lead to I guess worsen care in a way you know I I I think that when value B based Health Care is done correctly um it can deliver you know better outcomes and lower cost uh sometimes initially when you first get started because you're you've realized that over the Continuum of Care so what you do is you focus on a specific medical condition and you look at the Continuum of Care uh and who needs to be involved in that Continuum of Care in order to deliver the outcomes that matter to patients so sometimes you may find that you're adding team members or something like that that might initially raise your cost of care while you're improving your outcomes but um the the system that you know if it's working optimally will eventually find inefficiencies in the system that'll allow you to to basically course correct so you get everything back on the right track because You' you've eliminated inefficiencies in certain parts of of your your value based uh care delivery and you can use that money you know and still save money you know to deliver better care so doesn't always work out perfectly but uh you know I think that if people are are committed to working together and working as an integrated p uh practice unit with the patients and the families and the clinicians and the support team um ideally you know that's what should result better outcomes and lower cost right I know you mentioned uh previously that a lot of people sort of feel that payers should be involved earlier in the process When developing a value based Healthcare program what are your thoughts on uh where the payers fall into the whole Continuum you know it was my experience uh when I first started i' I've been doing this since about 2017 18 when I first became exposed to Value based Healthcare and became a certified Green Belt and then I went on to get a black belt in value based Healthcare so when I first started it was always that you design you know you work with the patients and the families as the clinical team and design the integrated practice unit and then you know uh work have the care delivery system actually working so you can drive out the inefficiencies and lower your costs and then go to the payers to show them that you have you know better outcomes at a lower cost and one of the other issues that often happens in US Health Care Systems that I'll touch on just briefly is that Health Care Systems a lot of them or most of them actually don't know the true cost of care uh because they really don't have cost accounting systems so when they engage in value based Healthcare they develop they can do time-driven activity based costing but it's it's it's uh difficult so a lot of them de you know develop cost approximation models and then they take their cost of care of delivering the care and their outcomes and then they would go to payers but recently as I've been having more in-depth conversations with value-based healthc care institutions that are working in value based Health Care have developed incredible programs but they didn't have payers involved early as they were developing the program so when they go to the payer with a program that's established the payers are rejecting you know the the program as as it is and so they felt like that if they had involved payers earlier in the discussion or maybe even as they were designing the program U that everybody could have been on the same page um sooner um so uh you know it's an interesting concept and and more and more I'm hearing that that the that the payers you know should be at the table earlier or at the beginning of the process so I I think it's something that's probably we're going to see more and more of do you feel as if payers being early on in a process and sort of going through the whole process of like paperwork authorization all these things do you think that timec consuming process could possibly uh delay certain care that is urgent in a way do you think this is mainly a case-by case basis or do you feel like there is still a place for like I guess retro authorizations where the payers can jump in after this uh Critical Care is already provided well and I think that's been the issue actually is that the care has been provided and then the payers like well you know you didn't get this authorization or you didn't fill out this form or you didn't do this the you know according to our system or our process so I think actually you just touched on what's been one of the major issues is that people are providing this great care but they didn't do it according to the way they should have done it per the payer um so uh you know I I think that's something that'll continue to evolve and I think there's a lot of really interesting technology that's emerging you know especially some of the things with AI that maybe can help with some of these things and some other you know systems that maybe we can incorporate to to decrease the burden because there is a lot of Burden um on Health Care Providers and uh you know especially with all the documentation that's required by all the different payers so uh I'm hoping that we continue to see that evolve uh you know so that we can take advantage of technology and decrease that burden yeah so we talked a little bit about like sort of the issues involved with value based health care what do you think the next steps are as a community to move toward value based Healthcare I know you mentioned AI as one of them are there any other uh I guess steps that you think we should take as a community well I think it would be great and and you know one of the things I'm really committed to is is U doing as much education as I possibly can about what is value based healthc care the the true definition and how it should work but also I think that we need to be having more conversations about it so that's what one of the other things I'm committed to is when I'm out at an AC meeting or a hfma meeting or some other meeting with clinicians I always try to encourage the the conversation about value based Healthcare and what are they doing in the area of value based Healthcare and you know what what issues did they see and you know how can we possibly all work together to resolve those issues so I think that's definitely one of the big steps um is to have the conversations uh do the education get everybody uh on the same page and I do think as we mentioned earlier there's a lot of opportunity for technology uh you know there's a lot of opportunity for patient reported outcome measures uh you know remote patient monitoring but the thing with that is and any of this technology is if you're going to incorporate it you know you're going to get all this information but you need to do something with it you need to incorporate it into your clinical care because you know a lot of systems went out and did all this remote patient monitoring and they get all this information and they don't really know how to integrate it into the the clinical care um so I think that's something that we we really need to uh to work on and and also um the systems are are beginning to realize that they really need early in the process some governance around these things you know how is this technology going to be used um so we use it responsibly and effectively so I I think those are really big things that are happening now yeah that's a perfect segue to my next question because I wanted to touch on sort of medical education side of uh your organization I know you're involved with K management some healthcare partners ships and uh I guess this sort of medical education can provide this knowledge and can help people govern their practices sort of figure out the why we're getting this information how we can Implement things do you feel there are any instances in your early career that sort of motivated you to focus in this area yeah you know as part of my just natural scientific inclination you know throughout my life and and from my early career when I worked in the teaching instit institutions and the clinicians embraced me because they understood I wanted to be a partner to them it really fostered my love for interacting with clinicians and and understanding what they do and how they do it and then that led me from an industry perspective to think about how can we work with the clinicians that are doing great research and you know bringing Innovative things to the market to share that information with other clinicians and to work with the medical society ities you know so that that as an industry partner we could support these kind of activities you know with the through the medical society or even as a company through um independent research grants uh initi initiator Enga initiate investigator initiated trials uh that's a mouthful uh and and just things like that so it just naturally evolved and I've always gravitated toward key opinion leaders especially the ones that are that are on The Cutting Edge of of research and and um you know bringing forth groundbreaking accomplishments or or even just sharing a new way to do something you know that everybody else has done a certain way in the past and all of their uh you know clinical evidence to support that earlier in your career you were involved with medical sales I was able to talk to some people and they sort of had this opinion that sales representatives are more focused on pushing medications to make money rather than focus on the care of the patient since they're usually given some sort of in incentive based on how much money they make uh what are your thoughts on these sales representatives sort of focusing on the money rather than the actual care of these medications do you feel as if there's a great amount of medications being prescribed that aren't necessarily needed just for the money you know I I I've never looked at it that way I mean there there are people people I I without a doubt that are in the industry to make a lot of money uh but those people's if that's your primary motivation if your motivation is not to support the clinicians and the patients to give better care and have better outcomes then you usually don't last in the industry you know because clinicians are obviously very Savvy and they want to work with people that have the same goals that they have um which is you know to improve outcomes and improve the efficiency and effectiveness of health care and if you're only motivated by money and all you do is push push push push push and really don't try to understand them as clinicians or how you can work with them to help them support their patients I mean you're really not going to be successful in the industry and and you know luckily it's been my experience that those people don't last very long and and it's a very small percentage uh you know of people that that actually are in medical or Pharma sales you know they so many of the people in medical or and Pharma sales are are just like I was you know they they've always had a strong interest in science and in medicine and they've always they felt like they could support that better from an industry perspective you know than actually delivering the care themselves right and I think a I think trust plays a huge factor in healthcare you know if if you lose patient trust or if you're not able to develop this trust between a another provider and yourself not nothing will go anywhere you know there would be no care and all this care that is provided would be sort of it would be untrustworthy people wouldn't want to go through it and that would be a huge break in the healthc care system you touched on transparency before I I think it's very important to mainly focus on that what it really matters and like you said value based health care yeah and that's a really great point because you it's been my experience that you have to develop authentic relationships um you know especially with Health Care Professionals because you're right everybody that walks in their door is not gonna have their trust and is not going to develop an authentic strong relationship with that clinician you you really have to earn it uh you know when you're on the industry side and sort of a related question I've come across some individuals in the past who believe that I guess people overseeing clinical operations without clinical experience shouldn't necessarily be directing clinical operations so say I know you were thinking about medical school um you're thinking about MBA you end up going with mha someone that only has an mha or an MBA do you think they should be able to direct clinical operations without I guess I can't say no knowledge of clinical operations but more so so no practicing clinical experience you know that's the the one of the things that we really haven't touched on yet with with True Value based Health Care is that you do have an integrated practice unit so you have a multi-disciplinary team that's involved in delivering the care over the Continuum for a certain medical condition so obviously you know clinical operations is something that very strong in that delivery chain is it or data analytics or any of those things for people that aren't clinical or or Finance you know they don't have clinical expertise but they're critical in ensuring that you have a strong value based healthc care delivery system so I I think that you know someone with strong clinical operations that's not clinical if they have that operations expertise and they're working as the as a team with the other clinicians um you know think they're naturally going to to learn more about the clinical and they're probably actively going to seek out learning more about the clinical but it's really all about the team working together so I I I don't have that bias I mean I can understand why certain people would but I think there's a place in health care for everybody and we all need to work together and use our strengths you know to deliver those quality outcomes at a lower cost right and it's very difficult for someone to be sort of a master of all you know and given how vast Healthcare is and the amount of different skills required it is important for I guess someone to be a master of one thing and someone else to focus on being a master of another and working together rather than someone sort of being a jack of all the trades but not a master of any of them you know I very right exactly yeah so I have one final question how do you define the success of Edwards value based health and where do you see it going you know for me the success of Edwards value based health is at this point in my career you know I don't know that I'll ever retire but let's just say I'm I'm entering my final stage my goal is really to to train as many people as I can on what is what really is value based Health Care as we've been talking throughout this program and really have those conversations about how can we all work together and how can we improve our care and get the patients involved and Implement our technology and really ensure that we're all working together so my gauge of success is you know how many people am I training how many conversations have am I starting I mean I can't tell you how much energy I get from going to an AC meeting and having conversations with the current students in the mha and drph and PhD uh programs or an Healthcare financial management association meeting and and talking with with the students there or and the practicing clinicians that are engaged in all of these societies it's it's incredibly energizing for me so if I can use my efforts you know on the value based Health Care side to do that education and do those have those facilitate those conversations that'll be successful and then on the medical education side if I can help companies that are struggling with how they support you know providing the right clinical information and clinical evidence to their clinicians that's really going to help improve outcomes from an industry side uh you know I'm I'm all about that and how can we do key opinion leader management so we can get those thought leaders working with the companies to improve the current products and design new products and I'm a firm believer that you know medical societies play a key role in health care and by facilitating the interactions among the clinicians to to you know to stimulate that improved care and also you know working with industry to support you know the industry resources that can be uh provided in that area so um that's what I'm looking at for value for Edwards value based health is how can I do all of that I I mean I really my primary motivation is really to leave Health Care in a better State than when I started in this industry uh it's really always been my motiv a in whatever job I have so that's what I want to use my final years uh out here to do yeah know that's really fantastic I'm really excited to see where Ed bir's value based Health goes um I'm sure it'll be it'll reach great strides it's definitely an organization to keep an eye on and they definitely have a great leader backing it so I'm really looking forward to see the great things to come uh thank you so much Nancy it was great talking to you today and yeah I I think this is fantastic I really thank you so much for sharing your knowledge on value based health and medical education I think this is really a very good talk and it's very important for our industry and thank you so much for the opportunity I really appreciate it of course right take care bye bye</p>
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