The gyrations​ around features and functionality have been damn taxing. Choosing which features to go with have been informed by a huge number of criteria. Some are familiar to any entrepreneur, while some are less common:
  • the hospital approval process (affected by politics, patient safety, regulatory, IT and facilities, and not lastly cost)
  • clinician distrust of administration
  • time/complexity to deploy
  • our own cost of development
  • the existing “faith” in the idea from the workflow experts on our team
  • how difficult is it to use
  • PR value once it’s in deployment (is it interesting enough to warrant any media attention?)
  • how it figures into the vendor landscape (is it friendly to those who we don’t want as enemies?)
  • how it lines us up for the long term
I know I’m missing a few, but that’s a taste of it. And while I knew this would be hard as I set out on this journey, I had no idea it would be this difficult.
But that’s it: entrepreneurship. There may be best practices, but no-one hands you a job description when you begin.
After all that, we’re definitely getting somewhere. In the next few weeks, we expect to launch a simple Resource Optimization tool. This tool will be useful to those who administer emergency departments. And with our deep and profound commitment to clinicians who work on the front lines of the ER, we are not forgetting the realities they face in dealing with ever-increasing traffic volumes AND a generally more grim average patient profile – with the impact of the opioid crisis.
Now that we’re getting back to actually writing publicly about what’s been going on, expect to see more in this space…