Tiger BufordYour Orthopedic Industry Expert (free today)

Your new product must have $M+ savings are needed to get a large hospital's attention.

12 Sept 2025 · 1 min

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1:04

In this excerpt, Speaker B explains that at their large hospital system, which has a $1.4 billion annual supply spend, proposals must deliver multi‑million‑dollar impact to capture leadership attention. The organization faces $30 million in price increases and $600 million in potential revenue cuts, making $100 k savings insufficient. They also highlight that their high quality scores stem from proactive monitoring of patient outcomes using Epic: trends in quality data are captured, and significant patterns trigger investigations, emphasizing patient impact over mere product failure.

Chapters

And I remember you telling me once that if somebody brings me something, it doesn't swing the needle by at least $1 million, I don't want to see it. Is that because you're a regional, big system? Would that answer be different at a small hospital or a national network?
Okay, so the number might not be $1 million, right? But it has to be significant, right? Yeah. It's, I mean, we're a $1.4 billion supply spend. Right. Being faced with $30 million in price increases and $600 million of potential revenue cuts. I, you know, I'm not going to, I'm not going to wow anybody in leadership with a $100,000 savings. Yeah, I mean, I think it is. And if it becomes, becomes significant, we do have, I mean, our QSS, the reason why our quality scores are so high is that we're not afraid, you know, we capture a lot of that information in Epic. We can, if we start to see a trend, we can call that up. Do we, you know, every single failure? No, right? But we do, but we do, if we start to see a significant trend, we will definitely call it out. Because we are, we are curious about more so from a patient quality standpoint than necessarily the product failed, but what was the outcome for the patient?