Creating REI fellowships: Exploring the steps in establishing robust REI fellowship programs.

REI fellowship funding and operation: What Medicare pays for vs what the institution pays for.

What an REI must do vs what another ‘IVF specialist’ can do

Specific resources that SREI and ASRM can contribute to Fellowship growth

ACGME’s role vs ABOG’s role in accreditation and certification

The limitations and scarcity of Privademic Partnerships

Indira’s massive marketing and awareness programs.

How to transition out of your clinical role, to a director role, and finally, CEO.

The due diligence regarding private equity groups that took place before the majority stake sale of the company.

How Dr. Murdia got out of the ‘contributor seat’ and into the seats of integrator and visionary.

About the standard operating procedures Dr. Murdia and his team built, and the training and management system that backs them up.

Griffin press if standardization in protocols is antithetical to individualized care.

Why automation isn’t happening in certain areas of the IVF lab.

Risk and inefficiency of data entry.

Lack of trust that comes from business intelligence software.

Lack of adoption of the Vienna consensus.

Which metrics are meaningful for safety that don’t necessarily improve clinical outcomes, but are required to improve safety and productivity.

Delivery vs operations- what needs to be prioritized now vs. what should be prioritized for the future

The merits, and lack thereof, of getting an MBA. 

The highlights of Dayna’s experience to get to the position of COO of Extend Fertility, and what advice she has to share with nurses who are advancing their careers, at any stage of their career.

Why it is so important to increase your worth to make yourself more marketable, and how that worth is not necessarily linked to formal education.

Specific negotiation strategies, like anchoring, and avoiding negotiating against yourse.

 How nurses can secure their first job, those win a promotion, and negotiate with vendors and strategic partners.

The tension between financial and operational divisions of a fertility center.

Examples that look good (or bad) in a financial model, but then have good (or bad) consequences in operations.

Certain elements of operations that served the clinic, but not the patient.

When staff needs are at odds with patient needs, and the trade-offs that need to be solved for. 

CARE’s HR machine and the concept of necessary, if not immediately efficient, redundancy.

The mass retirement of physician CEOs, and what that means for the fertility field as they are replaced by business people without medical degrees

Uses for Chat GPT in fertility clinics and the Open AI source behind it.

How Chat GPT is being used to share data with patients, aggregate data, how it may be used in the future to generate prompts and consult notes.

The elimination of scribes and schedulers.

How Chat GPT will be able to interface with patients to provide 27/7 availability and access to care.

Griffin push Manish and Dr. Gada about what the second and third order consequences will be from this development, and what significant long-term impact it could have on the future of REIs.

How to position both insurance companies and employer carve out companies to get better pay out rates

What data you need to share to get the best reimbursement rate.

About the differences in negotiating when it is a global fee vs. different CPT codes and what state mandates do to codes.

David give examples of some mistakes that can happen, ie: money loss, when billing uses incorrect CPT codes.

How Boston IVF negotiated a 67% increase in reimbursements.

About the principle of disruptive innovation, why traditional fertility companies were late to the fertility game, and how others cashed in.