So what would you say that actually looks like, and why does that push people to leave?

There's an organization called Medscape that surveys physicians every year about their burnout, and when you look back to which physicians in the United States are most burnt out, those with the least amount of autonomy are the most burnt out.

And so the concept of autonomy can be a threatening one to those in leadership positions.

I just wanna say that.

And yet we need to embrace the fact that when someone doesn't have control over their schedule, are required to fit complex patient care into incredibly tight bands that don't necessarily reflect the complexity of the care, that their compensation is exclusively driven on productivity metrics as opposed to other types of metrics.

These all create in the individual clinician a feeling like they are just a cog in the wheel.

And when you do that, it contributes to the burnout of the workforce.

Corey, which organizations that are doing this work we're discussing have gotten it right? What would you say they did first? What was the cost, and what fundamentally would you say changed as a result of all that?

Hmm.

So she went back to take care of patients and really only spent three days clinically before she contracted the virus herself and was really sick, really sick, so much so that she was borderline being hospitalized.

But because at that point there was starting to be a run on the bank, if you will, of medical supplies, we bought her a pulse oximeter on Amazon and she convalesced in her apartment in Manhattan by herself, lost a ton of weight, didn't get any clinical help because that was all being taken up by the hospital.

So Lorna was very sick.

She probably should've been admitted, but instead of being admitted, and as soon as she didn't have a fever for 12 hours, she ran right back at the burning building.

My analogy here is a 9/11 analogy with the first responders, and that's exactly what she did.

She was not scared of COVID.

Maybe speak a little bit to private practice versus employed versus academics, and do you see a difference there in a system where maybe you control things a little bit more, granted you have the overhead and whatnot that you're working through, but does that change things at all?

Can you tell us a little bit about Lorna Breen and the foundation that's named after her?

I'd be happy to.

Lorna was the crazy aunt to eight nieces and nephews.

She was a 49-year-old thriving physician in Manhattan getting her MBA at Cornell, really trying to make healthcare better for her patients, for her colleagues, when she contracted COVID at the beginning of the pandemic in New York City.

And COVID had an impact on her that it debilitated her and it clearly impacted her cognition.

But she knew that if she got help as a healthcare worker, as a physician, that she was putting into jeopardy her career, her professional license.

She was so debilitated that she needed to get her first and only mental health treatment of her life.

Okay, well.

So, Corey, back to you to

Thank you for all of that.

And I just want to say that walking across that stage in Las Vegas, accepting that award was just so incredible to be recognized by the pharmacy community as a non-pharmacist.

It was just really an incredible recognition of what we've been trying to do so hard from our inception, which is look out for all health workers.

Lorna was as passionate about taking care of her patients as all of her colleagues, that has been a commitment that we have really tried to live by.

And so thank you for that recognition and all the other words.

So if you go back to what I was saying before about Lorna's concerns around getting mental health treatment, Health workers in the United States have to navigate a minefield of questions that they are asked about their prior mental health treatment and diagnosis.

So this next question is around how do you communicate about the outcome of the work and how do you raise awareness that something has been changed? And we'll start with Coria for this one and then go to Mark.