This article is sponsored by Maxwell Tec. In this voices interview, Home Health Care News combines with Jay Duty, Chief Operating Officer from Maxwell Tec to examine how technology shapes the future of care and operating strategy in domestic health and hospice. From the M&A orientation to data-controlled advice, Duty Maxwell's long-term vision for technical care shares where the greatest options for providers are and how data change both patient results and back office efficiency.
Home Health Care News: What life or career experiences have your approach to the work that you do today most shaped?
Jay Duty: Similar to the industry itself, I started my career in acute hospitals and finally turned into the post -acuten space with a stopover on the way in a responsible care organization. In a way, I followed the same way our patients do and moved from the hospital home and after the acute.
From the point of view of the strategy and the operation, this experience helped me to understand the shift in the care that is located in the house. It also showed the efficiency of the value -oriented care and the challenges that patients are opposite when transferring acute care to post acuts.
I have seen the development of payer models first -hand from traditional approaches to today's value -oriented world and also saw the growing roller technology in the delivery of care. It was exciting to see clinical practice in the home environment, with more people decided on this model and this technology that support patient -centered care.
What is Maxwell's long -term vision for technological integration into health and hospice care?
The technology has developed from a beautiful to helpful need to a real need. It is now deeply integrated into clinical practice. Not too long ago, technology and innovation meetings at industry conferences were planned as a subsequent thought. Now they are at the top of the conversation. The focus has shifted to how AI, predictive analyzes and other clinical and decision -making instruments are actively interwoven into nursing levy.
We see this as a transformation in the direction of a fully technically capable care and not replaced to replace people, but to enable them. The aim is to support clinicians the best possible supply by gaining you access to the correct information at every contact point for patients. At Maxwell we developed Nanaconnect, a comprehensive technically capable care platform with integrated modules that improve communication with patients, families and carers.
At Maxwell, our vision focuses on the combination of data -controlled solutions with practical advice. We work directly with clinics to help you use the best of the tools you use. That was a big change in the industry, and it enabled us to better support our partner agencies because they lead their teams to the provision of the provision of intelligent, more networked care.
Where do you see the greatest ways to use technology to optimize operations in health and hospice advice?
One of the biggest options we see is the advance to optimize all processes that can be optimized, regardless of whether this is an improved interoperability between systems or more intelligent planning engines, which is how our technically capable solution care care accelerators.
However, the biggest challenge – and the possibility – see that organizations have access to a lot of data, but many still have difficulty reacting to it. Here the support of the analytics-controlled decision support becomes critical. It's not just about having a dashboard, but also about understanding what this dashboard tells you and operationalizes it. The ability to mix clinical, financial and operational knowledge can lead to patient -centered care and more efficient operations.
There are also leadership qualities in trends in daily care care so that you can continuously optimize how care is provided.
How does technology influence decision making and the results in today's M&A environment for health and hospice agencies?
Technology plays a much larger role in M&A than before. In the past, it was mainly about presenting hardware, software or systems. Now it is about using data and technology in order to actually advance the decision -making process.
When two companies come together, we use data to visualize inefficiencies, to emphasize similarities and differences and to identify important operating factors. All of these findings helps to guide how the integration should take shape. The more we can understand from an agency from a data -controlled point of view, the faster we can paint a clear picture of what this organization looks like, where the strengths are and where there is room for optimization.
This ultimately leads to a smooth transition. And it is just as important that it supports the people who do the work. No matter how good the technology is, you still need people to use them effectively.
While we are marrying technology and operations, we were able to create real value. It's not just about integrating systems. It is about combining this efficiency with the people who use and train them every day to use the tools in the most effective way.
How does Maxwell use technology for seamless operating orientation after the recording?
There are many different systems and a large amount of data. Everyone is trying to find out how this data can be designed interoperable and efficiently. The challenge is not only the volume, but also that it lives in so many different systems: EMRS, billing platforms, HR software and other technical solutions. It is not enough to only inventible which tools are available – we now have to find out how you can combine and work together to support more efficient processes.
One of the greatest opportunities that the technology helps us after the acquisition is to activate standardized workflows. We can build clinical and administrative best practice processes directly into systems and EMRs and integrate them into the application teams every day. This helps us to maintain consistency and conformity from day one.
When we talk about the operational orientation, it is about enabling care through a technological approach. But it's not just about design, but also about change management. You can have the best systems and workflows on paper. However, if you do not support teams with the change, it does not remain.
This is where analyzes come into play. By lying real-time KPIs and results measures, we can lead organizations through adoption. It helps us monitor how workflows are used, how well employees adapt and where we have to adapt. Therefore, changes are not only implemented, but also preserved.
How are data and analyzes used to improve operation and patient care?
Data is really our compass for continuous improvement. It's one thing to make surgical changes, but how do you know that you work? KPIs and results come into play here. Our approach begins to establish the workflow, but we also want to ensure that the organization accepts these workflows over time. We look at the progress in real time and monitor how these changes are trendy. Then we measure the effects over 30, 60, 90 days and beyond to ensure long -term introduction and sustainability.
A large part of it takes place through real-time dashboards. We give superiors the opportunity to monitor metrics such as use, transfers or order management – whatever the focus. This visibility helps you to act at the moment. Regardless of whether it is such a specific documentation or a wider process improvement, it enables you to keep things in motion and recognize problems at an early stage.
We also pursue the results in the back -end and combine the clinical performance with financial effects. This means that agencies can go beyond the simple measurement, how many visits have occurred and how these visits have influenced important metrics such as takeover, length of stay and other quality drivers. Inserting this type of real -time data into the hands of clinicians, superiors and operational ladders really makes a difference.
In 2025 in the home care industry, … defined by …
… the convergence of clinical expertise and technology.
The providers who will be successful in 2025 are those who combine the compassionate, patient -centered care for which they are known with digital tools that help optimize every part of their operations. We are now working in a value-oriented, patient-centered care environment, in which data transparency, proactive public relations and efficiency are not only well expected. They have become the standard of care.
It is mission critical to deliver both a great patient experience and a sustainable business performance in the long term.
Note from the publisher: This interview was processed for length and clarity.
Maxwell Tec enables care at home through technology and strategic solutions and combines decades of clinical specialist knowledge with innovative approaches to enable people and processes. With a number of technically capable products, data-controlled solutions and consulting services, Maxwell Tec Care providers with the tools and strategies that are required for success in the digital age. Find out more at www.maxwelltec.com.
The Voices series is a sponsored content program with leading managers who discuss trends, topics and more their industry in question-and-answer format. You can find more information on voices in contact [email protected].