What do you see as a best practice?

I think that it will vary by organization.

It will vary by industry.

And that's the crux of it.

You want to make it engaging for people in your organization, in your industry, based on the type of people that are there, their technical proficiencies, what drives them.

And just as if I harken back to my time in the intelligence community, one of the things that we really focused on is what drives people, what motivates people to do certain things or to avoid certain things.

And if you can kind of hark back Hook your training around those pieces.

charge then, like we're still talking about them.

Like, is that how you kind of are approaching it? Or is that some of the discussion?

Yeah, that's definitely part of the discussion.

I think we're slowly getting to the point where some sort of an EDR or managed EDR product is becoming table stakes, but it's still unobtainable for a good chunk of the SMB market.

So that's when you start to look at, okay, how are we segmented? Do we have micro segmentation? What are our backups look like? Can they be accessed? You know, you start to look at that those confluence of other indicators as to how quickly the business will get back up when the attacker finally pokes his head up and says, hey, I'm here.

And I think that's the trade back and forth.

So when I go into an organization, we start going over the numbers for their quantified risk.

One of those conversations is, okay, how much would an MDR cost you per year? And what is this going to cost you coming out the other side? And what can you save? Because ultimately, when we the idea, one of the things I usually try to lean on when we go in and have those conversations is, you know, knowing, you know, how likely that one of these attacks are and how much it's going to cost you.

So that business owners can know to, I always want to help business owners ask the right questions of their IT teams.

Absolutely

... employees are driven down that road and, and I think that AI is about automation.

It's, it's about getting to better answers more efficiently or getting processes done in an automated and, and autonomous fashion.

That's the, the ideal space.

And organizational leaders that believe that I'm not, our, our organization's not using AI are fooling themselves.

I think that whether it's through, you know, back channels like Slack or, or Microsoft tools or Google, they, they're, they're all using AI.

It's, it's what they're doing with it and, and o- and if we move it on, onto more forward tools like, you know, large language models like Claude and ChatGPT, I, I mean, those are more overt and, and those are the ones being talked about.

And now back to the show.

Seems like Ty Gibbs and Tyler Reddick are in the same ballpark, and, and I mean, that would be it, so.

I don't know if they're in the same ballpark or we just haven't seen the time when they've actually completely turned him loose.

I think Sunday was a pretty good indication of, of being turned loose, but I don't think that was a full indication because the...

All the pressure that was on him was to keep the car under control and gain time.

Was he capable of gaining more time? I think he probably was.

I think if you would've pressured him more, I think if there would've been 10 laps to go versus more laps to go, you would've seen him charge even harder.

And, and I, and I don't think we've seen the end of his capabilities yet because no one has pressured him yet, to me, except for maybe at the race, uh, that Reddick won that, uh, that, that to me is the only one I think that I feel like he's been pressured.

Do you think it's really gonna be more at Dover now? Because it sure wasn't at Watkins Glen, granted Elliott did win Texas.

Yeah, right.

And the airframe itself has remained quite similar over the years, but they've changed a lot of other stuff there now just to make them better.

Like, and they were, they were so good back then, they're so good now.

The company's just going through, like, a, a phase here now where they're, they're coming back.

Um, we'd been talking to the... 'Cause I, I would've...

Um, basically they, they got sold out about 10 years ago, stopped making them.

Now they're back in production making them again.

Mm.

So I, I definitely wanna hear what you think and just regards to that relationship and, um, how is it changing as, as both sides face cost pressure and workforce shortages?

Yeah.

There's, there's real issues and real challenges for sure.

Well, you know, just a little background, I, I joined the payer side, um, because I had deep experience on the provider side, making the changes, doing the pop health improvements and interventions, and I, I really felt like and wanted to understand more about what are the levers that the payer side have.

And I, I've always had this vision of sort of a comprehensive ecosystem working well to drive care for, for members, for patients, whatever your lens or focus is, um, really just taking care of the people who need our healthcare services.

And so what was exciting about joining, uh, the managed care side and now having three years of experience on the payer side, what I, I love to see is that we are all fighting the same fight.

Uh, you know, you have different tools, you have some different sort of things that you can lean on and bring, uh, into play, uh, but fundamentally we're all working to provide a healthcare ecosystem that delivers, you know, real, honestly, the best quality care we can for most affordable outcomes.

Uh, and the second thing I want to ask you about, Dan, is where do you see the biggest gap today between payer strategy and operational execution?