Customer Experience Radio Welcomes: Matthew S. Harrison with Jackson Healthcare and Amy Otto with VirtualMed Staff

Intro: [00:00:01] Broadcasting live from the Business RadioX Studios in Atlanta, it’s time for Customer Experience Radio. Brought to you by Heineck and Company, real estate advisors specialized in corporate relocation. Now, here’s your host, Jill Heineck.

Jill Heineck: [00:00:17] Good afternoon, everyone. Welcome to another special edition of Customer Experience Radio. I’m Jill Heineck, your host. And I’m a business owner, real estate adviser, and customer experience enthusiast.

Jill Heineck: [00:00:32] Today’s episode is going to be very interesting. We are highlighting a couple of experts in the health care field. We have Amy Otto and Matthew Harrison joining us from Jackson Healthcare. Amy is the Director of Client Experience for VirtualMed Staff at Jackson Healthcare Company. And has a diverse background in health care, ranging from genomic and esoteric testing to health insurance, wellness, and telemedicine.

Jill Heineck: [00:00:58] And then, Matthew Harrison is SVP of Talent and Development at Jackson Healtchare. And in his role, he leads delivery in the areas of talent management and acquisition, learning and development, performance management, organizational development, change management – wow, this is exhausting – job and compensation analysis, and diversity, equity, and inclusion. All areas that impact the end user’s experience. I want to welcome you both to the show.

Amy Otto: [00:01:25] Thank you, Jill.

Matthew Harrison: [00:01:27] Thank you.

Amy Otto: [00:01:27] So, when you introduced Matthew and you go through all those credentials, you’d think he’d be like 80 years old. But he’s really young and it’s even more impressive.

Jill Heineck: [00:01:38] So, I understand 40 Under 40.

Matthew Harrison: [00:01:40] Thank you.

Jill Heineck: [00:01:40] He made the 40 Under 40?

Amy Otto: [00:01:44] He probably —

Matthew Harrison: [00:01:44] Yeah, I did. I, literally, just celebrated my 39th birthday just on Monday. So, I barely —

Jill Heineck: [00:01:57] By the hair you’re still under 40. Good for you. Happy birthday. Enjoy it.

Matthew Harrison: [00:02:04] Thank you. Thank you.

Jill Heineck: [00:02:07] Well, I wanted to start and talk a little bit about your backgrounds and how it led you to where you are now. So, Amy, do you want to give us a little bit on where you started and how it’s led you to VirtualMed?

Amy Otto: [00:02:22] Sure. So, I’ve had over — selling experience, everything from — to genomic and esoteric testing to, now, telemedicine. So, my background is diverse, but always in sales. And I think I was born a salesperson because I always had a lemonade stand even when I was a kid. I just loved selling. But really at the heart of selling, I think I’ve enjoyed the most is the relationships. I’m definitely a relationship-based salesperson.

Amy Otto: [00:03:01] Actually, how I got to Jackson Healthcare, I’ll let Matt talk a little bit more about the recruiting process. But I had been eyeing Jackson Healthcare since 2009. I was on a — and one of the other guests was the H.R. Director or the VP of H.R. at Jackson Healthcare, Mike Hiffa or Hiffa. And he invited me to Jackson Healthcare to have lunch. And I — away. And this is in 2009, just all the amazing amenities they had and how incredible they treated the employees.

Amy Otto: [00:03:34] For – gosh – a decade almost, I had been going to their website, seeing what popped up. And it was in research in mental health, actually, that I found my current position. I had lost six friends in seven months due to mental health related deaths of suicide and overdose. And I was researching, I’m like, “My gosh, this is such a big problem.” And I stumbled across Virtual Medical Staff and their telepsychiatry programs. And then, I clicked on their website and I was like, “Oh, my gosh. It’s a Jackson Healthcare company.” Like, all roads lead to what I’ve been looking to do, which is be part of their culture, which is just amazing. So, that’s where I am today.

Jill Heineck: [00:04:21] That’s fantastic. I love that story. Matt, in your short career, why don’t you tell us how you landed –

Matthew Harrison: [00:04:31] Thanks, Jill. Yes. So, I’m actually an industrial organizational psychologist by training. I went to graduate school at the University of Georgia. And so, after graduating from UGA, I entered into the field of human resources. And so, I started immediately doing work around organizational development, organizational effectiveness, talent management. And I initially started with Cox Automotive, a division of Cox Enterprises here in Atlanta. I eventually moved and worked at McKesson for a few years. I went on to a position at the Weather Channel and then to Comcast. I mean, I worked in a myriad of different industries. You know, working in H.R., it’s good because you obviously can kind of, you know, go between different industries. You don’t have to be in a specific one.

Matthew Harrison: [00:05:15] I ended up being brought over to Jackson Healthcare by someone that I had worked with previously. So, a prior leader that had worked with me at the Weather Channel told me about an open position they had in the H.R. Department at Jackson Healthcare. Unlike Amy, I actually hadn’t heard of Jackson Healthcare. But I mean, quickly, when I came in and visited, like Amy talked about, the culture that was so just apparent really made me feel like home. And it definitely made it feel like a place where I knew I could grow and make an impact. And so, I’ve been with Jackson Healthcare since February of 2018.

Jill Heineck: [00:05:50] Excellent. Wow. So, yeah, I know that in my travels in the H.R. circles, I’ve heard what a culture has been really grown over at Jackson Healthcare. And I used to know a lot of the recruiting staff over there years ago, back probably in 2009 and ’10. And it carries over still to this day how much people love working there and being a part of that environment. So, Amy, why don’t you talk a little bit about what your role as director of customer experience entails?

Amy Otto: [00:06:25] Sure. So, I was a director of business development, and about 18 months ago, I asked if I could revise my title to director of client experience. Because what I found is that as I grew my relationships with my clients, like, the word business development to me meant a salesperson and not a consultant. And so, it’s in delivering this client experience that — sales. But at the same time, it is truly showing that I have — in what they’re doing. And it’s more of a partnership rather than a sales job.

Amy Otto: [00:07:05] So, what I currently do is, I develop relationships and try to — service lines nationally. So, we do telepsychiatry and teleneurology. So, I’m really just trying to expand. We have some large hospital systems and people buy from people they trust and like. And so, that takes a while to build those relationships. And especially during COVID, that’s been a little bit challenging for me. But I’ve overcome it and have really — as a way to strengthen some of these relationships. But what I do currently is basically manage relationships for some of our current clients and help to grow that business.

Jill Heineck: [00:07:47] So, in terms of developing those relationships and making them deeper and then, ultimately, improving or expanding upon the customer experience, client experience, working with your company, is there a particular blueprint that you follow or certain guidelines that you want to make sure that you touch on when you’re kind of checking in with a client to find out how things are going? And is there any milestones that are set out for each client?

Amy Otto: [00:08:20] Great question. Yeah, really good question. So, it’s a little bit complex because not only am I managing the relationship with the key stakeholders, the CEO, chief nursing officer, that type of person, I’m also managing the relationship with the nurses that are presenting the patients to the doctor. So, it’s just very multifaceted. But one common theme through all of the relationship management has been to kind of categorize these relationships as to where I am.

Amy Otto: [00:08:50] If I’m in the process of creating the relationship, different touch points, am I an advocate, an educator, a peacemaker, a sounding board, a strategist, a strategic member of their team. So, when I look at the customer journey map, it’s multifaceted. I’m in the process right now, actually, of creating one for a company. It’s a new role and a new way of looking at things. And so, I try to categorize these touch points in areas of validation with functional teams that we have and putting the pieces of the puzzle together to create the customer journey map.

Jill Heineck: [00:09:33] Well, that’s the answer I was looking for.

Amy Otto: [00:09:36] A little bit, probably, scattered and more creative.

Jill Heineck: [00:09:39] No. It’s perfect.

Amy Otto: [00:09:42] But — notes. But we’re getting there. And, you know, part of that is celebrating milestones both with our clients and internally. But celebrating with the physician when they’ve seen their five — patients via telepsychiatry. Or ribbon — things with our new clients, and press releases, and celebrating when — able to reduce their wait time for strokes, those types of things. Just really trying to find key points along the way that we can standardize and — with our current clients.

Jill Heineck: [00:10:13] I love it. That’s exactly what we do in our business as well. Matt, why don’t you talk a little bit about how finding the right talent does impact how it leads to great customer service and then, ultimately, client experience.

Matthew Harrison: [00:10:32] Yeah. Sure. I mean, I think one of the things that my TA team does is partner with the business on the front end to really create, you know, the candidate profile that they know is going to ultimately be the best fit for all the roles at Jackson Healthcare. And so, looking specifically at those positions that are client facing, it’s really important that we look at what are those core competencies that we want those associates to have that we know will ultimately translate into them being effective in working with and engaging with ultimately our clients. And so, these things around, obviously, being effective communicators, having tenacity, being conscientious, making sure that they’re following up, and always really just kind of putting the customer first.

Matthew Harrison: [00:11:17] And I think the way we go about doing that is really encouraging our managers to use the behavioral interviewing at the approach that they use to kind of get insight into how have those candidates previously approached specific situations and tasks that get it, how they worked with clients and customers in the past. Typically, past behavior is a pretty good predictor of what future behavior is going to be like. And so, you know, in asking those questions and getting really good insight into how a candidate has approached a situation in the past, it allows us to see to what extent then does their approach align to what we’re looking for in our associates, particularly ones that will be client facing.

Jill Heineck: [00:12:00] Excellent. I think that makes all the sense in the world. And I think that the more that we are focused on selecting the right talent, the better off we’re going to be in terms of, you know, having the right people client facing. And that just seems like that’s the way it should be, but it’s not always that way, right? Would you say in your past roles, you probably have seen they just fill the spot?

Matthew Harrison: [00:12:25] Yeah. Yeah. Absolutely. And I mean, what we often see, too, is when someone has an opening, a lot of times you’ll have those managers that take that approach of just dusting off that resume and filling the role based on what that old resume look like. And one of the things that I really encourage my team to do is to really use any new job opening as an opportunity to really consult with a hiring manager looking at, you know, is this role as it’s currently [inaudible] really what this person is going to do?

Matthew Harrison: [00:12:55] I mean, it’s amazing how quickly jobs and positions can transition. And when a role is open, that’s really a prime opportunity to use it as a time to kind of make sure that that job description is truly as up to date as possible. And even try to forecast, you know, is there a potential for this job to shift and change in the next 6, 12, or 18 months? And if so, let’s make sure we create a candidate profile that aligns to that. And I think in addition to that, it’s really important to kind of really get someone that’s a good culture fit within the organization. And I think that’s paramount.

Matthew Harrison: [00:13:32] So, kind of going back to what you were saying earlier, Jill, about getting someone in there who is ultimately going to stay. From a client experience perspective, clients like having a similar person or the same person that they’re engaging and interacting with. You know, one of the worst things I think a business can do is have it where a client is reaching out to Person A in April. And then, when I reach back out in June, they’re talking to somebody new. And then, they’re talking to someone yet again that’s new in September. You know, being able to establish an ongoing relationship with the same person is really important. And you’re really only able to do that if you create, again, that candidate profile where the person is going to be a good fit for both the job and the culture. And, therefore, more inclined to stay.

Jill Heineck: [00:14:16] So, on your team, is there touch points or milestones where you check in to see how that employee is doing internally and then how they’re working as they connect with the client?

Matthew Harrison: [00:14:32] Yes. I mean, I would say for my TA managers, definitely, we like to do a check in quickly at 30 days to kind of just see within this first month is the new hire that we put in place really meeting your expectations. And the thing there that’s really good to do it that quickly is because, oftentimes, there may be just small things here in there that potentially, if overlooked, could turn into bigger things later on. And so, really trying to pinpoint those things early on creates the opportunity for the manager and that new hire to go ahead and work through those things that, again, could turn into bigger things long term.

Matthew Harrison: [00:15:09] And obviously, for any new hires that are client facing, a lot of questions that we ask and focus in on are how are they doing in regards to their effectiveness in their interactions with the clients that they work with.

Jill Heineck: [00:15:23] Absolutely. So, Amy, let’s talk a little bit about what you’re doing to keep it fresh with your clients in terms of, you know, kind of staying connected with them. I know in my business and I’ll say, you know, people can find a lot of the information that I might disseminate to them anywhere. So, we’ve had to learn to be real creative to stay engaged, and still develop that relationship, and stay in front of them while still serving their needs. So, asking the right questions and still trying to provide great information without a pain and clogging up their inboxes. But, also, being able to really be a resource and someone that they can count on. So, is there anything specific that you’re doing in that space?

Amy Otto: [00:16:13] Yes. So, over COVID, it became very evident that a lot of my clients just needed someone to talk to. I mean, the last 14 months have been so stressful for healthcare workers and anyone hospital affiliated, just so much unknown and just so much trauma. And so, I really just checked in with my clients on a weekly basis and said, “How are you doing? How are you holding up? What can we help with? Can we send you anything? Do you need masks?” And Jackson Healthcare was so good about helping so many, not only in our local community, but nationwide.

Amy Otto: [00:16:57] And so, just really letting people know that we were here and listening and being very adaptable and flexible. We had to really adjust some of our programs that we were providing. And so, I started doing lunches and sending some of my clients Uber gift cards. And just saying, “I know we can’t get together in person, but let’s have lunch or coffee.” And then, also, just trying to get to know them deeper. I mean, that’s the biggest thing for me, is going deep. You know, not the surface relationship. Just really trying to find commonalities and to go deeper in conversation and really get to know them and know their purpose, what is their why. Because it’s cultivated. It’s not just known.

Amy Otto: [00:17:46] So, you know, I enjoyed seeing their kids and their pets. And engaging video conversations. You know, just the day-to-day that I didn’t have a lens to see when, you know, I’m just popping by and having lunch in a boardroom. So, I really felt like I was able — an opportunity to get to know people a lot deeper. And, again, just really being flexible and being empathetic. I mean, empathetic leader and empathetic salesperson in the last year has been essential. So, I’ve really enjoyed getting to know people on a deeper level.

Amy Otto: [00:18:26] And going back to what Matthew said, it’s interesting when I went — process and even the onboarding, so much of what they do, you know, the “Growth, Wisdom, Others First” is their mission. So, you know, growth, wisdom, others first, you can apply that in any — life. And, you know, also like the delivery of patient care, the goal is to touch the lives and enhance the lives of all the touch. Meaning, whether it’s patient care or within the organization and then to be able to carry that with your clients.

Amy Otto: [00:19:10] Before I even started, I got a picture frame in the mail that it said, “We can already picture you as a valued employee at VirtualMed Staff.” And — it really resonated with me. So, now I’m prospecting, guess what the prospect is? A nice picture frame with, “I can already picture you as an awesome client of VirtualMed Staff.” And you know what? It sticks with people who really –

Jill Heineck: [00:19:34] I might have to steal that idea. That – fantastic.

Amy Otto: [00:19:40] You go to HomeGoods and get some really cute frames. And, you know, people love whether it’s their pets or their kids, people love to have pictures.

Jill Heineck: [00:19:51] Or you download the app where you can have a digital photo framed and sent to them.

Amy Otto: [00:20:00] There you go. Even better. Even better.

Jill Heineck: [00:20:03] I love that idea. I think it’s fantastic. And I think that’s exactly what we’re doing when COVID hit, we were doing our care calls because we really and truly cared about what was happening with the client at that point. And we were not talking about real estate at all. It inevitably came up because of virtual learning and because of working from home. So, that inevitably came up but that was not the purpose of the call. And there were a few calls that were not related at all. But, you know, I think that’s important. I think people remember that.

Jill Heineck: [00:20:36] And I still to this day, I followed up with everybody from that interception of COVID and the shutdown. And consistently through the last year have done that where, quarterly, we’re just picking up the phone and making sure they’re still okay. But I’ve had several texts from clients that have said, “You know, we really just appreciate you picking up the phone.” Even if I didn’t get to talk to them but they heard a voice on a voicemail, I think that makes an impact on your clients.

Jill Heineck: [00:21:03] So, Matthew, do you go by Matt or Matthew?

Matthew Harrison: [00:21:08] I’m fine with either.

Jill Heineck: [00:21:09] Okay. Well, I’ll go ahead with your formal name, Matthew. Tell us what you guys were doing in terms of taking care of your employees who then would in turn take care of your clients. What were you doing during COVID that was kind of taking care of them?

Matthew Harrison: [00:21:28] Oh, yeah. Great question, Jill. I think one of the biggest things we did is just make sure that we were constantly communicating with them. I think ultimately, you know, associates just want to be in the know and have their questions addressed and answered. And so, we regularly try to anticipate what the questions would be, but also made sure that there were avenues out there where if associates did have any questions, that those would be responded to and addressed.

Matthew Harrison: [00:21:56] I think another thing that we did that was quite different than a lot of other organizations is that, we actually opened our offices back up. We did it safely. Making sure that we had sanitation stations in place. We had rules in terms of the number of people that could be in elevators. We had the cleaning that was done on a regular basis. But we did that because we saw that there were a number of associates who actually wanted to come into the office.

Matthew Harrison: [00:22:18] You know, I think we have HDTV to thank for all of us now having these open concept homes where many of us don’t have doors except for our bedrooms. And so, with everyone being at home, it kind of came a little difficult to actually have meetings if your spouse or partner or whatever was in the other room having one as well. And so, we opened our offices back up to allow people, if they needed to, to have that space to come in.

Matthew Harrison: [00:22:45] Another, I think, tremendous thing that we did is, we have an onsite childcare development center. And so, we actually deployed our teachers from that center to the homes of a lot of our associates who were incredibly busy. Because, obviously, with us deploying physicians and nurses during the pandemic, a lot of our associates were the busiest than they have ever been. And so, for those associates who then in turn didn’t have childcare any longer due to COVID, we utilized the teachers that we had from our childcare center to go into their homes and assist and help them.

Jill Heineck: [00:23:18] I love that because that was what they needed the most at the time, right?

Matthew Harrison: [00:23:22] Exactly. Exactly.

Jill Heineck: [00:23:25] So, what would you say, you know, from a talent perspective, what do you do to inspire your team to deliver at a high level?

Matthew Harrison: [00:23:37] Oh, that is a great question. One, I think the easiest thing that a leader can do is to truly lead by example. And so, in everything that I do, I always try to ensure I’m doing it at the highest level of quality, dotting every I, crossing every T. Because I feel like I can’t expect or ask for that same level of service from my team if they’re not seeing me exemplify those same behaviors. And I think in doing that, the team then seeing in turn the positive feedback we get from that work, it encourages them to approach their work in that same way.

Matthew Harrison: [00:24:13] But I think, ultimately, my team gets and understands that because of the work that we do with it being, you know, directly related to the associates that we’re going to be bringing into the organization, as well as the ones that are already there. We play such a critical role in ensuring that the strong culture that we have at Jackson Healthcare stays as it is, and it’s something that we all can continue to value and really be able to, you know, have tremendous pride in. And I think that that’s something that my team really gets.

Matthew Harrison: [00:24:45] And kind of going back to what Amy was talking about earlier in terms of building those personal relationships with clients, that’s really what we encourage our team to do from an H.R. perspective, is build those personal relationships with our associates that we come into contact with. And that way, again, we get to know people outside of them just being associates or just being employees. We get to really know them as people, I think, because we have kind of created a culture where that’s the case.

Matthew Harrison: [00:25:13] I mean, I really cannot tell you, Jill, the number of times I’ve been on the elevator and people ask you about your weekend. And then, when you see them the next time, they follow up because they remembered what you really said what you did during that weekend. And so, it’s not like we do that because is this normal banter that you feel like you’re supposed to have. It’s literally because people do it because they genuinely care and remember and we’ll follow up with you about it. And I think because we’ve created a culture where we do that with our colleagues, we naturally also do that with our clients.

Jill Heineck: [00:25:42] I love that. I love that. I wanted to just pivot for a minute, Amy, if you want to kind of tell us a little bit about how do you measure or how do you know that the client is having the best experience that they can?

Amy Otto: [00:26:01] So, on a basic level, they’re expanding their services. They’re introducing me to other people within their organization. They’re giving me referrals. They want to help me. So, on a basic level, that’s how I gauge success and retention. You know, just how long have we had this client and what is their satisfaction rate, that’s one thing.

Amy Otto: [00:26:24] I think I’ve discovered over the years, people are afraid to ask how they’re doing or afraid to survey or really dig deeper with their clients, because, then, the response is something they need to improve on, then they have to improve on it. You know, like people are afraid to ask because they don’t want to know what they’re going to hear. And I think that asking as many questions as possible and making sure that you’re meeting expectations is just so important.

Amy Otto: [00:26:55] So, on a basic level, I would just say, you know, I’ve always have been a relationship seller. And when you’re doing a good job for someone saying, “Hey, I’ve done for — you. I’m hoping, is there somebody else that you know that I can also do a good job for?” Because in the medical world, too, it’s very tight knit, and so people know other people. So, it’s just a matter of really approaching things intentionally and empathetically, and then letting it evolve naturally. Building stronger relationships and more referrals, more revenue, that’s what success looks like to me in my position.

Jill Heineck: [00:27:40] I love it. So, Matt, do you want to share with us any recent win or something that has recent accolades within your team?

Matthew Harrison: [00:27:57] That’s a great question. Let’s see. A recent one, I guess, it would be our continual ability to illustrate that we truly are a best place to work. And we initially really focus our efforts on doing that kind of more at the local and state level via the Atlanta Business Chronicle’s annual lists, which we have made numerous times. In the past few years though, we’ve really tried to expand that to look at how are we doing in terms of position to companies and organizations nationally. And we’ve really targeted our efforts to be a great place to work with across the U.S. And have been great places to work, best places to work certified the last few years, have been named best to work for Biopharma, best place to work for millennials, a best place to work for women.

Matthew Harrison: [00:28:49] And I think that’s something that’s important to us, too, is us starting to even look even more deeply at the extent to which are we best places to work for a particular demographic. You know, part of my job is looking at our efforts around diversity, equity, and inclusion. And, ultimately, we want to make sure that we’re are best place to work for everyone. And so, regardless of your race, gender, age, you’ll see coming to Jackson Healthcare is something that’s meaningful and adding value to you. And that’s something that’s very important to us.

Jill Heineck: [00:29:17] Well, and I think that also will tie into the type of customers that you attract. And you have people from every walk of life, diverse walk of life, serving these customers. And I think, as we know, millennials and younger, they’re looking to work with companies that serve the greater good, that serve everyone, and that are not exclusive. So, I think that’s a huge benefit to the way you guys are working your talent, your job [inaudible], don’t you think?

Amy Otto: [00:29:51] That’s so true. I mean, that’s so true, Jill. When I was considering the position at VirtualMed staff, I was very involved in just capitalism movement. And I happened to go to one of the events and I didn’t know that Shane Jackson was going to be speaking at the event. And so, I was delighted when I saw that. I mean, just that group through conscious capitalism is just such a great group of people, like serving the greater good and elevating humanity through business. You know, what a novel idea. And so, Shane Jackson spoke, as well as the CEO of Whole Foods, and the story just, you know, you realize that these are companies that aren’t just about making money. They’re about good — society. So, it is wonderful.

Jill Heineck: [00:30:48] So, before we wrap, I’d like to ask each of you to share with our listeners a takeaway, something that would impact their business or the way they do business. You know, if they took it back to their office today, what would be one thing that you would recommend that they try to do to implement into their business today?

Amy Otto: [00:31:15] Do you want to go first, Matthew?

Matthew Harrison: [00:31:18] Sure. Sure. Thanks, Amy. Thanks a lot. Gosh. I would say, I don’t think organizations or some organizations – because I feel we actually do a pretty good job of it at Jackson Healthcare – they don’t take advantage of the tremendous feedback and information their employees potentially can give them. And so, I would really encourage organizations to really utilize their employees as the subject matter experts that they are.

Matthew Harrison: [00:31:49] And really seek to not make decisions in vacuums and only bringing in the folks that are at the most senior levels within the organization. Because, oftentimes, it’s really your front line employees that are the ones that are in the trenches who really know what’s going on day-to-day. And, therefore, can have some of the most insightful information and perspectives and advice when it comes to particular decisions that the business should be making.

Matthew Harrison: [00:32:15] And so, I think a lot of organizations would be benefited by making sure that they’re checking in with their employees more regularly and getting insight and input from them on decisions that the company is intending to make in the future.

Jill Heineck: [00:32:29] I agree with that. Amy?

Amy Otto: [00:32:32] So, I would say, creating memorable moments with your clients. And that goes beyond just the everyday, is asking questions, getting to know them. When I tell memorable moments, I’m talking about small details and listening. Matthew was saying that about you’re in the elevator and somebody asked you about your weekend and they remember. I mean, go deep. Do they have dogs? Remember their names. Their kids, their names. Think about what — them and then be thoughtful about it, whether it means, you know, sending a card. Or you’re on video and you hear that — in the background playing with Legos. And the mom says, “Oh, my son loves Legos.” Send a link to the son. Send the dog bones. You know, like, things that are are a little out of the ordinary. Because people are used to getting the swag — with your logo on it.

Amy Otto: [00:33:29] But they remember those things like the picture frame, like the dog bones. And just really creating extraordinary memorable moments. And I think that not everything is always rosy. You know, there’s pits or areas for improvement. And from those areas of improvement, I would challenge anyone in a client experience role to make those pits peaks by filling them in and using that as an opportunity to grow stronger, learn, and create peaks.

Amy Otto: [00:34:03] Because, I mean, the reality of it is, they say that it takes, like, 500 percent more to acquire a new customer than — one. But yet, 18 percent of companies don’t even focus on that – or only 18 percent really focus on that. So, it’s a matter of just really thinking about the purpose. And I mean, I go back to the Jackson Healthcare vision, which is growth, wisdom, and others first. I mean, if you put others first, I really feel like you’ll win because it’s just a great way of doing business and a great way to create more memorable moments and retention with your clients.

Jill Heineck: [00:34:45] So, I have a question for you again. What would you get two German Shepherds?

Amy Otto: [00:34:52] I don’t have two German Shepherds. Matthew does.

Jill Heineck: [00:34:56] That’s what I’m saying. So, I don’t know what I would get two German shepherds. What would you get two German shepherds, Matthew?

Matthew Harrison: [00:35:08] Why did I get two German Shepherd?

Jill Heineck: [00:35:10] What would you get them? What would be the gift?

Matthew Harrison: [00:35:14] What would you get them for a gift? Oh. They definitely love these things on Bully Sticks. They love those. A ball of any kind, a tennis ball. For whatever reason, they particularly love ones that make squeaking noises that they love to get out, particularly when I’m on a Zoom call. So, yeah, I would say, a ball or those Bully Sticks are always things that they definitely would not turn away.

Jill Heineck: [00:35:45] I love it. I love it. Well, I appreciate you guys so much for joining me today and sharing your insights from your experiences inside the Jackson Healthcare and VirtualMed. I really appreciate your time. And I want to thank our listeners for tuning in. I’m proud to share this show with you as these stories prioritize the customer experience as a legit business strategy. Reminding us that no matter the business you are in, consulting health care, or real estate, the customer experience should always be the heart of the business.