1 – Kindly give our readers an introduction to your business. Please include what your business is all about, in which city you are located, and if you have offices in multiple locations/ cities.
I would say our business is. Trying to. Repair what’s broken in our healthcare system, and there’s a lot broken. It’s just that the health insurance business is in a state of crisis, and it is very self-fulfilling. The status quo will keep feeding itself. I mean, we’re talking about a $6.6 trillion industry with some estimates of waste, fraud, and
Inefficiencies account for $2 trillion a year.
Once you really understand what’s behind the four big networks, Blue Cross, United Healthcare, Cigna and Aetna, you realize that this is a I don’t want to call it a game, but it’s a it’s a price fix scheme. A lot of people are getting fat and happy, but unfortunately, the American public is not one of them.
And what we have done is we have built a self-funded health plan called Provision Health that really has something unique that we don’t think any other health plans, at least not at the moment, do. And that is, we attack claims on an upstream basis. When I say upstream, we have a program called LivezPH, Autonomous Prevention, and basically Livez is a AI driven app, that will get encouraged or basically what the results are, 40% of members within a group will engage with the app fully, and it is all of the CDC-recommended screenings and preventative medicines.
The program incents them to do it. Basically, the program removes all friction from getting preventative care done, which in this country, only 8% of adults currently follow the recommended guidelines for preventative care, early intervention, and vaccines, a nd the result of that is it’s saving lives.
Some claims never happened, and that’s why we say they’re upstream savings that, you know, they’re heart attacks that don’t take place and chemotherapies that don’t have to be carried out. And the economics of it are pretty phenomenal. On average, per engaged member, we save about 2000 a year. That’s documented. $2000 a year in claims avoided, and if you want to spread it out, 40% engagement that works out to about 800 per employee annually, 40% on the engagement members. So that’s real dollar savings if we’re if we took 1000 person group and we have 800 bucks obviously. In claims dollars, right before we ever even got the first claim in the company saved $800,000. On the back end, ProVision Health is a sophisticated, self-funded program where we have come up with a claims adjudication model. That in essence allows us to adjudicate facility claims, which are hospitals and you know, freestanding surgical centers at $0.50 on the dollar, using the Nation’s #1, largest and most trusted PPO network. We’ve come up with a very creative arrangement with the network, and we’re the only people in the country that can do this. And the net result is, it saves approximately 50% on the facility, which will drive a total of 20 to 25% on the overall healthcare spend. So when you put the two components together, you’ve got a health plan that is not in any way, shape, or form inferior quality. It is the nation’s largest PPO network and a pretty much household name, and we are consistently 32 to 35% lower than the next best alternative for the same plan, same plan designs.
That’s what we do, and it’s what makes us unique, and we are really, really pressing hard into these lives upstream claims avoidance because just think about the human side of that. That’s the co-worker next to you who didn’t have a heart attack because he had a way. To take the friction out of getting screened, you know, I liken it to the use of seatbelts. In 19, I think it was 1974, seatbelts became mandatory, and compliance in this country was dismal, I think like 8 or 9%. And then we started writing tickets and fining people. But it wasn’t until seatbelt manufacturers.
Came up with a design that truly was effortless. There was no friction. I mean, you know, it retracted, and you had a shoulder harness. And now 93% of adults buckle up when they get in the car, and they don’t even think about it. That’s called removing friction. And lives removed all the friction from following all the recommended guidelines for preventative care, early detection, and vaccines.
And both of those lives, PH is a separate company underneath the Provision Health brand. A brief description. Oh, by the way, our headquarters is in Sarasota, FL. We have an office in New York City and also an office in the San Fernando Valley of California.
2 – Kindly give us a brief description of yourself (it should include your brief educational or entrepreneurial background and list some of your major achievements).
Brief description about myself. Well, I’ve been in the insurance business since.
Yeah, 1983, I think that’s 30-some years. I started out in the property casualty business working for Wausau Insurance Companies. I then moved on to a brokerage in North Jersey, where I spent about 10 to 11 years, ultimately running the brokerage and then. Went out and opened my own firm, Elizabeth Souther Insurance Group, and we built it to a pretty good size, super regional. In the 10 years I operated it, I sold it to my largest competitor, and I’m now still a principal of their firm and on their board. And ultimately, with the passing of the Affordable Care Act on March 3rd, 2010, I turned my attention to group benefits. I realized that the niches that I worked with in property and casualty are going to have a significant problem complying with the ACA. And that was about 15 years ago, and we’ve truly. We evolved to where we are. It was, I said. It took us 15 years to become an overnight success, I like to say.
3 – What inspired you to (start a new business venture) or (to make significant changes in an existing business)? How did the idea for your business come about?
What inspired me to start a new business venture? Stupidity. I’m just kidding. Well, I’m 64 years old, so I’m not real sure people would say that’s what you should be starting a new business venture, but I can’t sit still. I want to build better mousetraps. I like making money, but it’s more about winning, beating a system that’s very, very difficult on people, and helping them navigate in a way that they can afford to cover their families. And I don’t know, I just, I spent many, many years since I’ve worked for somebody. And I just, when I see something that’s broken in the, you know, finance or healthcare space, I just have this itch that has to be scratched. I want to fix it. So that’s kind of what motivated me. I also have some really great parts. I have a great partner and also some tremendously talented sales reps that are in their 30s, 40s, and 40s and ultimately I certainly would like to see the company go to that management team. I’ll have a couple of years left running it, but then it’ll be time for me to set it aside.
4 – What three pieces of advice would I give to budding entrepreneurs?
One, never quit. You don’t know when your next break is right around the corner. You might be tired. You might be beaten down. You might be with. You might be questioning your business model. You might be running short, sort of funds, but you don’t know when your next break is coming. If you gotta be present, when you know the right pitch is thrown at you, if you’re not present, you’re not going to hit anything. And it’s discouraging, sometimes the hours are long, the winds are few and far between sometimes. But the number one piece of advice would be, don’t quit. #2 Whatever you’re going to do, do it with integrity. Absolute total integrity. Um. There’s no substitute for it. There’s no circumstance whatsoever in business that would be justified to lie. You know, people make mistakes. And yeah, people get upset with you when you make mistakes. But what I learned a long time ago is that when you make a mistake. Number one, acknowledge it. Apologize for it, make it right, and commit to the person and yourself not to repeat it. And if you do those things every time and are transparent with people and keep your word, people will cut you a whole lot of slack if you try to shuffle the, you know, the, the, the. Blame it on somebody else or point fingers. It just doesn’t work. So pure integrity, and then finally, pick something you’re passionate about. I think I’m the luckiest guy in the world. I go to work, and I’m unaware of the passing of time. Literally, literally. I can look up at lunch, and next thing I know, I look up, and it’s dark out, and I didn’t notice everybody left. To me, going to work and working in my business is like reading a great novel. I’m engrossed in it, and I love the work, and I love the job. Even after 30-some years, I couldn’t imagine having a job where I watched the clock waiting for quitting time. It would drive me absolutely insane. So I didn’t start with a passion for insurance. By the way, the reason I went into insurance was that it was the only place you could get a job when I got out of college. So there was no passion for insurance. But I realized as I worked my way through the different levels, the property and casualty, the benefits, and the different ones. Mentors that come along my way, I realized there’s a lot of room to be creative, and you can really differentiate yourself in the net sky, and that’s what I did.
5 – What would you say are the top three skills needed to be a successful entrepreneur?
Communication. Be a good communicator. Be genuine. Do what you say and say what you do, and be technologically proficient, and you sure as hell better embrace AI. I couldn’t imagine going out as an entrepreneur today and not fully embracing myself as a partner in my business. We’re probably ahead of the curve, but it makes our heavy lifting 10 times lighter, so that would be, I think, the skills that you need.
6 – How many hours do you work a day on average?
I work. I work pretty much 12 hours a day, six days a week. I need to take more time off, and I have a significant other who believes that should be all weekends.
I don’t. It’s not 12 hours every day. I work until the work that needs to be done is finished, and I really think there’s no clock to set that by, and when I need to take some time to get out of here, I do, you know, but I work by most people’s standards.
A lot at 64. I’m pretty sure I’m working 65 plus hours a week, but not regretting any of it.
7 – To what do you most attribute your success?
I attribute my success to some really, really phenomenal mentors that took me under their wing starting way back when, when I was in high school, and then through my different insurance jobs, there are probably three or four people. That was extremely influential on what and shaped my attitude towards business, and on how to be the best I could be. I give those people the credit for taking me under their wing.
And actually just recently I’ve had another mentor that’s done that for me, and I would think that, you know, by 64 maybe I’d be done being mentored. But that’s not the case at all. I recently had a phenomenal mentor in the benefits space.
That regularly works with me, helping me find the right direction.
8 – How do you go about marketing your business? What has been your most successful form of marketing?
We try to, we do try to do multi-channel marketing. We’re big on we we use LinkedIn extensively, having our sales reps and our company promote the business, but doing relevant posts, being thought leaders. We try to have a quality website with you know that’s engaging. With blogs that matter, our salespeople go out to two networking events a month, which is required, so they get out there and get themselves in front of people. We use direct mail, you know, with the best practices. I think the direct mail has lost some of its sheen. We go to trade shows, pretty much everything that makes sense, and if we evaluate. What the outlay is, do we reasonably expect we’re going to recover our money and make a profit? And if the answer is yes and we have the capital at that time to undertake the project, then it’s generally a project that will green-light it on the marketing side. We have a person, a Chief Marketing Officer, here who handles that.
9 – Where did your organization’s funding/capital come from, and how did you go about getting it? How did you obtain investors for your venture?
Well, this was started three years ago, and I funded it. I was at a point in my life that I could afford to do that. I contributed my book of business for the revenue, and probably put, you know, whatever was needed, into the business to give it a chance to get up and running. We have not sought any outside investment, and we may have to. I suspect we will have to at some point, but right now it’s just funded through my assets.
10 – What is the best way to achieve long-term success?
I don’t know. Put a bunch of short-term successes together. No, it’s just state, state, you know, have a vision of where you’re going. You know, in your mind’s eye, have a road map. Like think of your journey as as as like maybe a journey around the world. That may sound corny, but know where you want to go. Because if you don’t know where you want to go, you’re not going to know if you’re off track #1, and it’s it’s I guess it’s it’s ultimately the goal. You know this life on earth is somewhat temporary, and I realized that I have a hell of a lot more runway behind me than I do in front of me, and I would encourage a young person. I know it’s not normal for young people to think with that level of maturity about where their direction is and what they should do and think about the future and where they want to go. But if that could encourage them to do anything, it would be that. Oh yeah, and pay themselves first. Take 10% of everything you make from the day you start making money and put it away for yourself. Even if you have more bills to pay, the bills will always be there. But pay yourself first. If you do that, you’ll be a multi, multi, multi-millionaire by the time you’re my age.
11 – Where do you see yourself and your business in 5 – 10 years?
Well, I hope I’m still taking on oxygen in 10 years. And I see our business as being a phenomenal success, being driven by the incredibly talented staff and principles that we have here. I don’t think I will. I think maybe I have a couple more years left, maybe two or three. But that’ll be it for me, and time to pass the baton to the others, and I’m sure they will be great stewards of the opportunity. They’re excellent people.
12 – Excluding yours, what company or business do you admire the most?
Well, Warren Buffett’s just in the news. He stepped down from Berkshire Hathaway. It’s very hard not to admire Warren Buffett. He he he he walked the walk. You know, I mean, just just a phenomenal story. So I I admire. Then I also admire, although this maybe lost a little bit of shine over the last half, maybe half a decade, JetBlue as a start-up organization. It was required reading at my prior company there. I think it was called Blue Streak but JetBlue from its founding days right after 9/11 was a true customer success story and they just took care of their customers and they realized the gentleman’s who formed in his name was David Nellman and he realized if you take care of the customers, everything else will follow and that’s true today. So I would say. I also Cirrus Jet or Cirrus Aircraft. I have a phenomenal general aviation aircraft company and a great technology and I admire, I’ll say those three companies.
Recommended Questions:
1 – How important have good employees been to your success?
Well, it’s critical. Absolutely critical. If you don’t have good employees, you’re going nowhere. Human beings are only capable of a certain amount of work output and a certain amount of mental capacity. I don’t care how smart you are or how strong you are., And you need to have people that you trust to execute on your shared vision.
And that you know will do things the way they should be done, whether you’re looking or not, and put the time into selecting the right people. The wrong people will kill your business faster than anything.
2 – How long do you stick with an idea before giving up?
Oh, I don’t give up. I’m going to start with a premise, right, about something. And I I think I’m astute enough and intelligent enough that if I have a premise about something that may work in the marketplace, I think it’s going to have some merit.
Now we might test market it and be the fall flat on our face, but doesn’t. I don’t think it means that the idea was bad. I think it means that we have to further refine the execution of it, whether that be the offering or the way we’re delivering it.
I can’t think of many things I’ve actually given up on. I’m sure there’s one or two out there, but but really it’s more a continual refinement of of of a earlier, clunkier version of what we are working on today. So I don’t give up easy.
3 – What motivates you?
Winning.
4 – What are my ideals?
My ideals are, living in a world where where people can respectfully coexist with each other, where there’s not anger and violence, where people respect those around them and conduct themselves in a way that others want to respect them.
That people treat each other fairly and honestly, where in a country, the greatest, wealthiest country in the world, that anybody that works full-time isn’t going hungry or without a house. I you know, since I moved to California, I’ve certainly become a lot more liberal, but there’s just more than enough to go around. Around in this country, but we we we’re not willing or or the upper whatever percent is not willing to make that sacrifice and I think that’s a mistake. I’m very concerned about where this country is right now and and I would love to find a way. For us to put it back together, to put the pieces back together, because I think, I think as a country right now we’re shattered. I hate this head, but it’s true.
5- How do I generate new ideas?
Oh man, I they come to me. I I I’m constantly thinking about this business. What if we did this? What if we did that? I’ll tell you a little bit of a funny antidote. My best ideas come when I am exhausted. And that’s too many for that to be a coincidence. And what I realized was going on is everybody’s brain has, you know, like, I don’t know, some type of sensor where you sit there and you’re you’re not going to wildly like dream of things, you know, that that aren’t practical your brain.
You don’t allow it the freedom to go anywhere it wants. When you’re tired or exhausted, that turns off and your brain is free to wander wherever it wants. And generally that’s where the best ideas come from to that. It’s just, I don’t know how to put it. It’s we build better mousetraps than other people. You know, it’s just the only way to put it. Our products are better than everybody else’s. And I don’t. There’s not like an idea factory. I mean, it’s the people here that come up with them.
6 – How do I define success?
Success to me is. Being at a point in your life where you’re surrounded by people you like, that you have a family that you love, that you have enough money to afford to do what you want to do without money being the primary concern. I don’t define success by money. I at my personally a while ago hit the point where I wouldn’t have to work if I didn’t want to. And I’m sure glad it wasn’t just money that motivated me because if it was, I would have been gone long time ago. I like to motivated by helping younger people, seeing them develop and grow and watch them go through the stages. That I went through and watch them make the mistakes that I made, but just see them being molded. I always tell anybody that comes here that I will gladly take 20 years off their learning curve for them, and I truly try to do that for new employees or new salespeople mainly.
7 – What has been your most satisfying moment in business?
I would say when I sold my property casualty agency to my competitor, my agency’s name was Elizabeth Souther Insurance Group. It was a combination of my two children at that time’s middle names, and I built it from scratch and I built it some from some very, very humble. Beginnings, really humble beginnings, like nothing. And ultimately it became a successful, financially successful, valuable agency and it was mine. And I think it was this, I was never really good at running the business.
Back then, I should have known better to have different people run the business, but I realized the value when I did sell it. And you know, it was satisfying. It was satisfying knowing that from a inception, just a thought. To 13 years later, we had built something and ultimately everybody at the agency had an opportunity to continue on with the acquiring company. I was able to put some money in the bank and I still to this day am a principal of that company. That was in December of 2011, 14 years ago that I sold it. Um, I would say that’s, yeah.
8 – What is your favorite aspect of being an entrepreneur?
I don’t know how to be anything else. I would not be able to work for somebody in a job where I didn’t have the ability to control my own destiny and outcome. I’ve done it for too long for myself, but I like, you know, it’s erratic. I say I like the freedom.
But ultimately, that freedom changed me to the business. It’s an irony, right? I had to have friends that say, oh, you, what do you mean you gotta go to work? You’re the boss. Yep, that’s why I have to go to work. So. I like when my direct efforts can produce measurable results that are a net positive for the society. That is satisfying to me.
9 – What do you feel is the major difference between entrepreneurs and those who work for someone else?
You know, entrepreneurs are a little bit of a rare breed. They’re risk takers and it could be somewhat, you know, tied up the the stomach in knots type risk taking. I think entrepreneurs know that their risk generally will pay off, but sometimes they don’t. And a lot of people put their life savings or they have their life dreams, you know that to do something and they pull the trigger and then like set just an example, COVID happened. I mean it’s just it would devastated people, people that opened restaurants, people that bought dry cleaning stores and, you know, there’s a risk in being an entrepreneur. I kind of joke and say my least favorite days are payday because I don’t take a paycheck, but I get to fund everybody else’s. So, you know, that’s as I say that tongue in cheek. Some people are risk tolerant enough and motivated enough to bring to the table what it takes to be a successful entrepreneur. I think it’s probably a minority percentage. I know it’s a minority percentage of the people. And for others, then there are other choices to go work for somebody else, so probably an entrepreneur. And there’s nothing wrong with that. I don’t mean to make that, sound negative. It’s just that I personally wouldn’t be able to thrive in that kind of environment. But I think the majority of people can and and I suspect the only reason I feel I can’t is because I’ve been my own boss and entrepreneur for so long.
10 – What kind of culture exists in your organization? How did you establish this tone and why did you institute this particular type of culture?
We are a team. We support each other. We treat each other with respect. We realize that everybody has a different skill set, is at a different point in their career and their maturity. And we try to build it so everybody has the opportunity to thrive and grow.
I think it, I think we are successful. I mean, we have our challenges. It’s tough being a small business, but everything I do and our firm does, we try to be respectful to people. In terms of salaries, we try to pay at the 95th percentile so we can attract the best candidates. And I think we have more than our fair share of superstars on the team. And I like to believe that’s because they like what they see when they come here and interview. Recently we had two people, new sales professionals, leave at the height of their career. In their chosen trade. So I’ll give you an example. One was the Chief Financial Officer of a billion plus dollar building services firm. I think he was his his salary was somewhere in the 3/4 of $1,000,000 range plus bonus and he chose to come to work for us on Commission only. He saw that opportunity and what we have and he is still here today and I don’t think he regrets it one bit so.
11 – In one word, characterize your life as an entrepreneur.
Hmm. I’m going to use the word navigator.
I only get one word, so there’s no need to expand on it.
Optional Questions:
1 – If you had the chance to start your career over again, what would you do differently?
I would have. I would have. I don’t know if this is possible though, but I would have been much more mature when I wasn’t. I gosh, I I just. I spent so many years, you know, chasing after the wrong things or or or or diddling away precious time and and in the reality, maybe it’s the last quarter of my career that I’ve been able to accomplish what I have. And if I could go back and do it again, I would have been much more serious about my career than I was in the beginning. But I don’t know if you can do that right, because that’s a maturity thing, and I don’t know if you would have that at that age, but that’s the only thing I really think I would change.
2 – How has being an entrepreneur affected your family life?
Well, it’s two-fold. Number one, I mean, there’s some people who think I’m a workaholic. Maybe there’s some, maybe there’s some fruit to that. I’ve certainly sacrificed things in a family for the benefits of my company.
But the flip side is my family and my children and significant others have all had opportunities that none of us would have had without without the business, whether it’s the law schools they got to go to or or or the places we got to vacation or the things we got to do and experience because. We had the resources to do it and I think that part outweighs the the sacrifices we made.
3 – What is your greatest fear, and how do you manage fear?
Uh. I’ll know as though I have so many fears. I fear for this country. I fear that that the country I grew up in, that that I took what I took for granted for the, you know, last 60 years is fracturing, that it’s no longer the case. The things I always assumed that were right, the right to speak out. The right to criticize my government, the right to free speech. I fear that these things that we’re losing them at a rapid race and they may go away and you know that this country, well, may end up being a, you know, a 250 year. Example of what could have been, but it slides into something that it was not. That’s, I think, my biggest fear. I don’t know how I manage that. I mean, I manage that I I have a maybe two or three countries that it really gets bad that I would be willing to move to and get away from it. But it’s not, it’s not an acute fear. It’s not something I, I, you know, wake up every morning and worry about.
4 – How did you decide on the location for your business?
It really, you know, my business can be anywhere. I have a partner, Dominick, who is in Florida. We were originally based in California and California has run its course. I’ve been there 17 years. It was time to. Find a new home base. California’s very expensive and it’s got a lot of nuances to it. So when Dominick and I went into business together, we decided Florida would be the best place and that’s what we did. And now I split my time between the West Coast of the country and Florida.
5 – Do you believe there is some sort of pattern or formula to becoming a successful entrepreneur?
Sort of pattern or formula to becoming a successful entrepreneur? Sure. Work hard, rinse and repeat. Work hard, rinse and repeat and keep doing it and don’t give up. I mean, the concept of giving up is, I don’t know. Don’t give up. If you believe in what you’re doing, do it until it works.
6 – If you could talk to one person from history, who would it be and why?
Difficult. I think I would say Lee Ikoka. The person that turned Chrysler around, and he was at Ford for years. And when Chrysler ran into trouble and had to get a government bailout, Lee Iacocca took the helm and turned Chrysler around. I have an incredible admiration for what he did.
7 – Who has been your greatest inspiration?
Watching young employees or producers, not even from outside my company, but watching them, you know, as they get it and they work hard and things catch on and then watching them go on to be very successful. You know, just as I’ve had my mentors, I’ve certainly mentored some people and seeing them thrive and grow and knowing that it’s a, repeatable process that that it can continue on and should continue on. That just says somebody.
8 – What book has inspired you the most? (OR what is your favorite book?)
I would say the book Blue Streak, the story of JetBlue when they first came into being and their model and how they did something different than start-up airlines had done and and how the principal and founder of JetBlue, Bill Nellman. Was how he anticipated all the roadblocks and came up with a system to overcome them at my insurance agency that was mandatory reading for anybody that came to work for us. And it just held a lot what I believe to be universal truths about customer service and entrepreneurialship, and that, you know, it’s not a real heavy book, but uh, that was probably my favorite book.
9 – What are some of the biggest mistakes you’ve made?
I’ve been too trusting of people. I I still, I always I’m going to look for the good in people, but I’m naive about the the number of people out there that are out to take advantage of you. And I don’t like to to really believe that it’s that many, but it is.
And I’ve certainly been taken advantage of, you know, the kindness perceived as weakness, and the fact that that that I just, I believe that people will always do what’s good and the next right thing. And I know it’s not the case with everybody and maybe not even the majority of people, but I somehow naively have held out this belief over my entire career.
10 – How can you prevent mistakes or do damage control? How do you prevent mistakes or do damage control?
Well, that’s pretty simple. Um. You prevent mistakes by learning from the past, by not repeating the things that that caused failure before, by looking at others, by by working with within a cautious framework, by using good judgment and good maturity. Applying a reality test. Does this make sense? Is this that? Is this believable? I mean, if you really do all of that, you’re generally not going to be making big mistakes. And in terms of the damage control, I’ve got a simple formula when I screw up. I apologize sincerely for making a mistake. I make whatever was wrong right, so I fix my mistake and make all those people that were damaged by it. And then and and I I don’t commit it again. And generally speaking, if if you follow that path, came boxes. If you follow that path, you’re going to be able to. People will cut you a lot of slack. If you if you’re genuinely sorry, you make it right, you learn from it, don’t commit it again. People will will give you all the slack you need to operate and you don’t really need to do damage control.
11 – What are your hobbies? What do you do in your non-work time?
I love to fly a pilot. I do that for enjoyment. I learned with my son. I don’t do that as much as I used to because of it’s something you have to do regularly to be safe and it’s like it’s on and a business grows. I don’t have as much time to do that.
Also just enjoy spending time with my kids and my pets. It’s just like being at home and being around friends.
12 – What makes me happy?
I don’t know. I am happy. You know, everything coming together, everything working, the the business side, the personal side, the friendship side, the spiritual side. When all of that seems to be aligned, I’m happy. But you know, each one of those is, is I think they don’t just automatically. You know, optimize themselves. You have to work at each one of them to be happy, and knowing how much effort to put into each one is important, and knowing which not to ignore any of them also is important.
13 – What sacrifices have you had to make to be a successful entrepreneur?
I think we’ve discussed the sacrifice I’ve made to be a successful entrepreneur. You know, I wasn’t around for every birthday or every, you know, family calendar. Sometimes I had to make sacrifices. I still do. There’s times when I would rather be doing something with my significant other that’s important to her. Then I have to be at work. As an entrepreneur, failure isn’t an option and we’ll do whatever it takes to make sure that my company and the people that work there succeed and and when failure just isn’t an option, Intuitively means you’re going to go to any length to make sure that the company’s OK. And when you have that mindset, you’re going to miss some things in life. There’s no question about it. It’s trade-offs.
14 – If you were conducting this interview, what question would you ask?
I think I would ask what is it that makes some people, no matter what they do, so successful? And what is the difference about people who try and maybe on the surface seem to have all the. All the right ingredients to be successful, yet they’re not. And what is that magic component that somebody owns or possesses that no matter what they do, they’re going to succeed. And I have some ideas about what it is, but I would absolutely love to hear about that.
Contact
Business Name
ProVision Health
Business Phone
1-833-983-2612
Business Email
info@ProVision.Health
